MBA Syllabus - Charusat

© CHARUSAT 2013 Page 1 of 220

ACADEMIC

REGULATIONS

&

SYLLABUS

Faculty of Management Studies

Master of Business Administration


CHAROTAR UNIVERSITY OF

SCIENCE & TECHNOLOGY

Education Campus – Changa, (ECC), hitherto a conglomerate of institutes of

professional education in Engineering, Pharmacy, Computer Applications, Management,

Applied Sciences, Physiotherapy and Nursing, is one of the choicest destinations by

students. It has been transformed into Charotar University of Science and

Technology(CHARUSAT) through an Act by Government of Gujarat. CHARUSAT is

permitted to grant degrees under Section-22 of UGC- Govt. of India.

The journey of CHARUSAT started in the year 2000, with only 240 Students, 4

Programmes, one Institute and an investment of about Rs. 3 Crores (INR 30 million). At

present there are seven different institutes falling under ambit of six different faculties.

The programmes offered by these faculties range from undergraduate (UG) to Ph.D

degrees including M.Phil. These faculties, in all offer 23 different programmes. A quick

glimpse in as under:

Faculty Institute Programmes Offered

Faculty of Technology & Engineering

Chandubhai S. Patel Institute of Technology

B.TechM.TechPh.D

Faculty of Pharmacy Ramanbhai Patel College of Pharmacy

B.PharmM.PharmPh.D

Faculty of Management Studies IndukakaIpcowala Institute of Management

M.B.APGDMPh.D

Faculty of Computer Applications Smt. ChandabenMohanbhai Patel Institute of Computer Applications.

M.C.AM.Sc ITPh.D

Faculty of Applied Sciences P.D. Patel Institute of Applied Sciences

M.ScM.PhilPh.D

Faculty of Medical Sciences Charotar Institute of PhysiotherapyCharotar Institute of Nursing

B.PTB.Sc (Nursing)


The development and growth of the institutes have already led to an investment of over

Rs.80 crores (INR 800 Million). The future outlay is planned with an estimate of Rs. 250

Crores (INR 2500 Million).

The University is characterized by state-of-the-art infrastructural facilities, innovative

teaching methods and highly learned faculty members. The University Campus sprawls

over 100 acres of land and is Wi-Fi enabled. It is also recognized as the Greenest Campus

of Gujarat.

CHARUSAT is privileged to have 300 core faculty members, educated and trained in

Stanford, IITs, IIMs and leading Indian Universities, and with long exposure to industry.

It is also proud of its past students who are employed in prestigious national and

multinational corporations.

From one college to the level of a forward-looking University, CHARUSAT has the

vision of entering the club of premier Universities initially in the country and then

globally. High Moral Values like Honesty, Integrity and Transparency which have

been the foundation of ECC continue to anchor the functioning of CHARUSAT.

Banking on the world class infrastructure and highly qualified and competent faculty,

the University is expected to be catapulted into top 20 Universities in the coming five

years. In order to align with the global requirements, the University has collaborated

with internationally reputed organizations like Pennsylvania State University – USA,

University at Alabama at Birmingham – USA, Northwick Park Institute –UK, ISRO,

BARC, etc.

CHARUSAT has designed curricula for all its programmes in line with the current

international practices and emerging requirements. Industrial Visits, Study Tours,

Expert Lectures and Interactive IT enabled Teaching Practice form an integral part of the

unique CHARUSAT pedagogy.

The programmes are credit-based and have continuous evaluation as an important

feature. The pedagogy is student-centred, augurs well for self-learning and motivation

for enquiry and research, and contains innumerable unique features like:


Participatory and interactive discussion-based classes. Sessions by visiting faculty members drawn from leading academic institutions

and industry. Regular weekly seminars. Distinguished lecture series. Practical, field-based projects and assignments. Summer training in leading organizations under faculty supervision in relevant

programmes. Industrial tours and visits. Extensive use of technology for learning. Final Placement through campus interviews.

Exploration in the field of knowledge through research and development and

comprehensive industrial linkages will be a hallmark of the University, which will mould

the students for global assignments through technology-based knowledge and critical

skills.

The evaluation of the student is based on grading system. A student has to pursue his/her

programme with diligence for scoring a good Cumulative Grade Point Average (CGPA)

and for succeeding in the chosen profession and life.

CHARUSAT welcomes you for a Bright Future


CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY

Faculty of Management Studies

ACADEMIC REGULATIONSMasters of Business Administration (MBA) Programme

Charotar University of Science and Technology (CHARUSAT)CHARUSAT Campus, At Post: Changa – 388421, Taluka: Petlad, District: Anand

Phone: 02697-247500, Fax: 02697-247100, Email: [email protected]

Year – 2013


CHARUSATFACULTY OF MANAGEMENT STUDIES

ACADEMIC REGULATIONS

Master of Business Administration

To ensure uniform system of education, duration of undergraduate and post graduate programmes, eligibility criteria for and mode of admission, credit load requirement and its distribution between course and system of examination and other related aspects, following academic rules and regulations are recommended.

1. System of Education

The Semester system of education should be followed across The CharotarUniversity of Science and Technology (CHARUSAT) both at Undergraduate and Master’s levels. Each semester will be at least 90 working day duration. Every enrolled student will be required to take a specified load of course work in the chosen subject of specialization and also complete a project/dissertation if any.

2. Duration of Programme

2.1 The Master of Business Administration (MBA) programme of Charotar University of Science and Technology (CHARUSAT) is a two-year full-time post-graduate programme, leading to the award of the degree of Master of Business Administration (MBA).

2.2 The span period of the programme is three years from the date of registration in the programme.

3. Eligibility and mode of admissions

3.1 Any graduate who is eligible for admission to the MBA programme will be admitted to the programme according to the regulations for admission decided by Government of Gujarat from time to time.

4. Programme structure and Credits

4.1 A student admitted to a program should study the course and earn credits specified in the course structure. The details of programme structure, credit requirements, areas of specialisation proposed to be offered, etc. are presented at Appendix – I.


5. Attendance

5.1 All activities prescribed under these regulations and listed by the course faculty members in their respective course outlines are compulsory for all students pursuing the courses. No exemption will be given to any student from attendance except on account of serious personal illness or accident or family calamity that may genuinely prevent a student from attending a particular session or a few sessions. However, such unexpected absence from classes and other activities will require to be condoned by the Dean/Principal.

5.2 Student attendance in every course should be 80%.

6 Course Evaluation

6.1 The performance of every student in each course will be evaluated as follows:

6.1.1 Internal evaluation by the course faculty member(s) based on continuous assessment, for 30% of the marks for the course; and

6.1.2 Final examination by the University through written paper or practical test or oral test or presentation by the student or a combination of these, for 70% of the marks for the course.

6.2 University Examination

6.2.1 The final examination by the University for 70% of the evaluation for the course will be through written paper or practical test or oral test or presentation or a combination of these.

6.2.2 In order to earn the credit in a course, a student has to obtain a grade other than FF.

6.3 Performance at Internal Evaluation Components & University Examination

6.3.1 A student who secures at least 40% marks in the University examinations in any course and at least a total of 50% marks in the internal evaluation components and University examination put together will be declared to have passed that course, as shown in the following table:

Minimum percentage marks in University Exam for pass in any course

Minimum total percentage marks (i.e. internal+ University) for pass in any course

40% 50%

6.3.2 If a student secures minimum passing marks of 40% in the University examinations in any course but fails to obtain the minimum passing total


percentage of 50%,, he/she has to repeat the university examination in the course till he/she secures the minimum passing total percentage of 50.% (as per clause 7.2(vii) below).

7 Grading

7.1 The total of the internal evaluation marks and final University examination marks in each course will be converted to a letter grade on a ten-point scale as per the following scheme:

Grading Scheme:

Range of Marks (%) ≥80 ≥75

<80

≥70

<75

≥65

<70

≥60

<65

≥55

<60

≥50

<55

<50

Letter Grade AA AB BB BC CC CD DD FF

Grade Point 10 9 8 7 6 5 4 0

7.2 The student’s performance in any semester will be assessed by the Semester Grade Point Average (SGPA). Similarly, his performance at the end of two or more consecutive semesters will be denoted by the Cumulative Grade Point Average (CGPA). The SGPA and CGPA are calculated as follows:

(i) SGPA = ∑ CiGi/ ∑ Ci where Ci is the number of credits of course i

Gi is the Grade Point for the course i

and i = 1 to n, n = number of courses in the semester

(ii) CGPA = ∑ CiGi/ ∑ Ci where Ci is the number of credits of course i

Gi is the Grade Point for the course i

andi = 1 to n, n = number of courses of all semesters up to which CGPA is computed.

(iii)No student will be allowed to move to the second academic year if his/her CGPA is less than 3 at the end of the first academic year.

(iv) In addition to above, a student has to comply with the requirements of the regulatory bodies, wherever such requirements exist.

(v) A student will have a maximum of four chances* after first appearing in that examination to clear that course, subject to the restriction on the span period stipulated in clause 2.2 above.


(*Whenever the university conducts the examinations of that course, it will be considered as a chance, irrespective of whether the student appears for the examination or not.)

8. Awards of Degree

8.1 Every student of the programme who fulfils the following criteria will be eligible for the award of the degree:

8.1.1He should have earned at least minimum required credits as prescribed in course structure; and

8.1.2 He should have secured a minimum CGPA of 5.0 at the end of the programme;

8.2 Any student who fails to satisfy minimum requirement of CGPA will be allowed to improve the grades so as to secure a minimum CGPA for the award of degree. Only the latest grades obtained by him/her will be considered.

9. Award of Class:

The class awarded to a student in the programme is decided by the final CGPA as per the following scheme:

Distinction: CGPA ≥ 7.5

First class: CGPA≥ 6.0

Second Class: CGPA≥ 5.0

10 Transcript:

The transcript issued to the student at the time of leaving the University will contain a consolidated record of all the courses taken, credits earned, grades obtained, SGPA,CGPA and class obtained.


Appendix – I

Details of MBA Programme Structure, Credit Requirements and Specialisation

A1. Programme Structure

A1.1 The programme is structured into four semesters, consisting of classroom contact-based work and a summer training / internship programme.

A1.2 Each semester will be for a minimum of 90 working days for classroom work, covering classroom contact sessions, laboratory/tutorial/library/group work, case discussions and presentation, field-based as well as library/internet search-based assignments and projects, classroom exercises, management and simulation games, short quizzes, and class tests. The duration for any organisational attachment/training during the semester and final University examinations will be in addition to the 90 working days.

A1.3 The summer training / internship programme will be for a minimum duration of 45 working days and will commence at the end of the second semester classroom work.

A1.4 The structure of the MBA programme is as shown in the following figure:

Figure A1: MBA Programme Structure

First Year

Second Year

SEMESTER 3

SUMMER TRAINING/

INTERNSHIP

SEMESTER 1

SEMESTER 2SEMESTER 4

SEMESTER 3

CLASSROOM WORK

ORIENTATION


A2. Credits

A2.1 Any student of the MBA programme who earns 100 credits by pursuing the prescribed course work and passing all tests, examinations, assignments, laboratory work, projects and all other evaluation components as per the passing standards of the University will be eligible for the award of the Master of Business Administration (MBA) degree.

A2.2 A credit for the MBA programme will mean fifteen (15) classroom contact sessions of sixty (60) minutes each or fifteen (15) laboratory/ tutorial/ library/ group work sessions of two hours and a half (120 minutes) each, pursued over a semester. With a minimum of 90 working days spread over about 15 weeks at an average of 6 working days per week, a credit will mean, on an average, one classroom contact session of sixty (60) minutes or one laboratory/ tutorial/ library/ group work session of two hours (120 minutes) per week.

A2.3 The current distribution of credits over the two-year period for classroom contact sessions and laboratory/ tutorial/ library/ group work sessions will be as follows:

TableA2: Semester-wise Distribution of Credits

Sl. No.

SemesterNumber of

Credits

1 Semester - 1 24

2 Semester - 2 24

3Semester 3– Summer Training/ Internship

4

4 Semester – 3 – Classroom Work 23

5 Semester - 4 25

100

Notes: *: Each classroom contact session will be of 60 minutes' duration.

ª : Each lab./ tutorial/ group work session will be of 120 minutes' duration.

A2.4 A course will be of two or more credits as shown in the detailed list of courses for the programme.

A2.5 All courses shown in the list of courses are compulsory for all MBA students. However, students will have the option of pursuing a total of six elective courses of four credits each, out of eight courses offered during third and fourth semesters and one comprehensive project of four credits during the fourth semester.


A2.6 Some courses will have only classroom contact sessions and some others will have tutorial/ laboratory/ library/ group work sessions, as shown in the list of courses.

A3. Specialisation / Concentration

A3.1 The Institute will offer courses of specialisation in the following functional areas of management and sectoral streams:

Table A3: Areas/Streams of Specialisation/ Concentration

Functional Areas of Management

Finance Human Resource Management Marketing Management

The Institute will endeavour to offer specialisation in as many areas/streams as possible from the above list. However, any specific area/ stream of specialisation/ course will be offered by the Institute during any year only if about twenty-five percent of the students opt for it and if the faculty resources are available.

A3.2 Any student can claim to have specialised in a particular area/ stream if he has successfully completed

(i) At least six courses (amounting to a minimum of twenty four credits) in the area/ stream by taking electives offered in the area/ stream during the third and fourth semesters of the programme, and

(ii) A comprehensive project of four credits in the area/stream.

A3.3 Every student has to opt for specialisation in only one functional area of management for the award of MBA degree.

A3.4 The following options will be available in regard to the number of functional areas of management/ sectoral streams that a student can specialise in:

A3.4.1 A student may specialisein only one functional areas of management by taking six courses in each of the areas and carrying out a comprehensive project in each of the areas

A3.5 However, no student will be allowed to specialise in more than one functional stream of management.

A4. Courses, Curricula and Revision

A4.1 The Faculty Board of the Faculty of Management Studies and the Dean of the Faculty of Management Studies will keep the curricula current and in tune with the changes


happening in the world of management and make it relevant to the needs of different organs of society.

A4.2 The review of the programme, its structure, the course curricula, pedagogy and evaluation will be undertaken by the individual Boards of Studies at least once in every two years.

A4.3 Every course of the programme will be designated by a five-digit alphanumerical code as per the following scheme:

M B Number 1 Number 2 Number 3

Management Business Level/Year Course Serial No.

A4.4 The last two digits will be as per the following classification:

Table A4: Classification of course numbers

Basic/ Fdn Course/General Mgt./ Projects/ CIS 00-19

OB/HR 20-29

Fin. Mgt 30-39

Mktg. Mgt. 40-49

Entrepreneurship and ProjectMgt/ Strategic Mgt. 50-59

Systems/IT Mgt. 60-69

Sectoral Courses 70-99


TEACHING & EXAMINATION SCHEME FOR MBA

Course Code

Course TitleTotal Number

of CreditsRemarks

Semester – IMB700.1 Managerial Economics 3MB701.1 Quantitative Analysis for Management-1 3MB702.1 Critical Thinking and Case Analysis 3MB704.1 Managerial Communication 3MB705.1 Management Process 3MB720.1 OrganisationalBehaviour 3MB730.1 Financial Accounting 3

MB760.1 Introduction to Computers and IT (Practical) 3 Total ICIT Hrs.: 06 (03+03)

CS711.1 Communication Skills - 1 (Practical) ---Compulsory Non-Credit Course:

02 Hrs.

Total 24 + 05 Library + 02 MANAS = 07 Hrs.

Semester – II

MB707.1 Macro-Economics and Business Environment 3

MB708.1 Research Methods for Management 3MB709.1 Quantitative Analysis for Management - 2 3MB721.1 Human Resources Management 3MB731.1 Costing and Control Systems 3MB732.1 Financial Management 3MB740.1 Marketing Management 3MB750.1 Operations Management 3

CS712.1 Communication Skills - 2 (Practical) ---Compulsory Non-Credit Course:

02 Hrs.

Total 24 + 08 Library + 02 MANAS = 10 Hrs.


Course Code Course Title

Total Number of Credits Remarks

MB882.1 Summer Internship Programme (Practical) Duration: 08 Weeks 4 To be included in Semester – III credits

Semester – IIIMB801.1 Strategic Management 3

Core CoursesMB802.1 Legal Environment and Public Systems 3MB861.1 Management Information Systems 3

MB805.1 Contemporary Issues in Management (Practical) 2 Total CIM Hrs.: 04 (02+02)

Specialisation Course -1 4 Elective / Specialization will be offered in only one stream / area which will remain same for Semester –IV also.

A student can choose any three courses from his/her chosen stream.

Specialisation Course - 2 4

Specialisation Course - 3 4

Total 23+ 04 Library

+ 02 MANAS + 05 Placement Assistance = 11 Hrs.

Semester – IVMB804.1 Entrepreneurship and MSMEs 3

Core Courses---

MB810.1 Logistics and Supply Chain Management 3

MB808.1 Managerial Effectiveness (Practical) 3 Total MEHrs: 06 (03+03)

MB812.1 Comprehensive Project (Practical) 4 Total CP Hrs.: 08 (04+04)Specialisation Course – 4 4 Elective / Specialization will be offered

in only one stream / area which will remain same for Semester –IV also.

A student can choose any three courses from his/her chosen stream.

Specialisation Course – 5 4

Specialisation Course – 6 4

Total 25+ 02 Library

+ 02 Placement Assistance = 04 Hrs.Total Number of Credits 100

Note:

- For Theory Courses, each credit is equivalent to one contact session of 60 minutes.

- For Practical Courses, each credit is equivalent to two contact session of 60 minutes.


MBA Specialisation Streams and Courses

Semester Semester – III Semester - IVStream / Area /

Group Code MM FM HRM MM FM HRM

Elective / Specialisation Marketing Finance

Human Resource Marketing Finance

Human Resource

Course 1 - Code MB841.1 MB 830.1 MB820.1 MB844.1 MB834.1 MB824.1

Course 1 NameConsumer

Behaviour and Technology

Financial Decision Analysis

Strategic Human

Resource Management

Product and Brand

Management

Security Analysis and

Portfolio Management

Human Resource

Development

Course 2 – Code MB840.1 MB831.1 MB821.1 MB843.1 MB835.1 MB827.1

Course 2 NameIntegrated Marketing

Communication

Management of Financial

Services

Organisational and Change

Development

Services and Relationship Management

Corporate Restructuring

Human Resource

Information System


Course 3 NameSales and

Distribution Management

Taxation Management

(Both –Direct or Indirect)

Industrial Relations

International Marketing

International Finance

Compensation Management


Course 4 Name Strategic Marketing

Financial Reporting

Analysis and Corporate

Governance

Human Resource Auditing

Retail Management

Development Banking

Rural and Micro

Finance

International Human

Resource Management

Note:1. Procedure for Selection of Streams / Area / Group and Courses

Step: 1 – Selection of Stream (Only One for the Programme) A student must choose any one stream of specialization out of the offering. The stream so chosen by the student will remain same for Semester – III and IV. This will be the area of specialization. Under no circumstances the stream / area of specialization can be changed.

Step: 2 – Choice of Courses in Semester - IIIFrom the stream so chosen (as mentioned in Step: 1), the student has to choose any 03 (three) courses out of 04 (four) or available options. The total credit that can be obtained in Semester-III for specialization courses will 3 courses x 4 credits = 12 Credits.

Step: 3 – Choice of Courses in Semester – IV A Student has to repeat Step: 2 in Semester – IV and will have to choose 03 (three) more courses in the same stream / area of specialization that he / she has selected during the start of Semester – III. The total credit that can be obtained in Semester-IV for specialization courses except Comprehensive Project will be 3 courses x 4 credits = 12 Credits.


Step: 4 – Comprehensive ProjectDuring Semester – IV, a student must undertake his / her Comprehensive Project in the same stream / area that he / she had chosen during the start of the Semester – III. However, research / project of interdisciplinary nature can be undertaken with the permission of the concerned guide and head of the institute / principal. The total credit that can be obtained in Semester-IV for specialization through Comprehensive Project is 4 credits.

Step: 5 – Total Number of Credits for Specialisation.The total credits for specialization will be 24 (6*4) for courses and 4 for Comprehensive project. Hence, the specialisation will be of 28 credits.

2. Rules for offering Elective Stream / Courses Minimum 25% of students must have opted for a particular course Based on availability of faculty


Annexure – A – MBA Teaching / Evaluation SchemeMBA - Semester – I

Course Code Course Name CreditsTeaching Scheme

Evaluation SchemeTheory Practical

Theory Practical Total Hours Internal External Total Internal External Total

MB700.1 Managerial Economics 3 3.00 --- 3.00 30 70 100 --- --- ---

MB701.1Quantitative Analysis for Management-1

3 3.00 --- 3.00 30 70 100 --- --- ---

MB702.1 Critical Thinking and Case Analysis 3 3.00 --- 3.00 30 70 100 --- --- ---

MB704.1 Managerial Communication 3 3.00 --- 3.00 30 70 100 --- --- ---

MB705.1 Management Process 3 3.00 --- 3.00 30 70 100 --- --- ---

MB720.1 OrganisationalBehaviour 3 3.00 --- 3.00 30 70 100 --- --- ---

MB730.1 Financial Accounting 3 3.00 --- 3.00 30 70 100 --- --- ---

MB760.1

Introduction to Computers and Information Technology (Practical)

3 --- 6.00 6.00 --- --- --- 30 70 100

Non-Credit Areas

CS711.1

Communication Skills-1 (Practical)

--- --- 2.00 2.00 --- --- --- --- --- ---

---Library --- --- 5.00 5.00 --- --- --- --- --- ---

MANAS --- --- 2.00 2.00 --- --- --- --- --- ---

Total 24 21.00 15.00 36.00 210 490 700 30 70 100


MBA - Semester - II

Course Code Course Name CreditsTeaching Scheme

Evaluation SchemeTheory Practical

Theory Practical Total Hours Internal External Total Internal External Total

MB707.1

Macro-Economics and Business Environment

3 3.00 --- 3.00 30 70 100 --- --- ---

MB708.1Research Methods for Management

3 3.00 --- 3.00 30 70 100 --- --- ---

MB709.1Quantitative Analysis for Management - 2

3 3.00 --- 3.00 30 70 100 --- --- ---

MB721.1Human Resources Management

3 3.00 --- 3.00 30 70 100 --- --- ---

MB731.1 Costing and Control Systems 3 3.00 --- 3.00 30 70 100 --- --- ---

MB732.1 Financial Management 3 3.00 --- 3.00 30 70 100 --- --- ---

MB740.1 Marketing Management 3 3.00 --- 3.00 30 70 100 --- --- ---

MB750.1 Operations Management 3 3.00 --- 3.00 30 70 100 --- --- ---

Non-Credit Areas

CS712.1Communication Skills-2 (Practical)

--- --- 2.00 2.00 --- --- --- --- --- ---

---Library --- --- 8.00 8.00 --- --- --- --- --- ---

MANAS --- --- 2.00 2.00 --- --- --- --- --- ---

Total 24 24.00 12.00 36.00 240 560 800 00 00 00


MBA - Semester – III

Course Code Course Name Credits

Teaching SchemeEvaluation Scheme

Theory PracticalTheory Practical Total Hours Internal External Total Internal External Total

MB882.1Summer Internship Programme

4 --- --- --- --- --- --- 30 70 100

MB801.1 Strategic Management 3 3.00 --- 3.00 30 70 100 --- --- ---

MB802.1Legal Environment and Public Systems

3 3.00 --- 3.00 30 70 100 --- --- ---

MB861.1Management Information Systems

3 3.00 --- 3.00 30 70 100 --- --- ---

MB805.1

Contemporary Issues in Management (Practical)

2 --- 4.00 4.00 --- --- --- 30 70 100

Specialisation Course -1 4 4.00 --- 4.00 30 70 100 --- --- ---

Specialisation Course - 2 4 4.00 --- 4.00 30 70 100 --- --- ---

Specialisation Course - 3 4 4.00 --- 4.00 30 70 100 --- --- ---

Non-Credit Areas

Library --- --- 4.00 4.00 --- --- --- --- --- ---

MANAS --- --- 2.00 2.00 --- --- --- --- --- ---

Placement Assistance --- --- 5.00 5.00 --- --- --- --- --- ---

Total23 + 4 =

27 21.00 15.00 36.00 180 420 600 60 140 200


Details of Area of Specializations and Courses Offered under Each area during Semester – III for MBA Programme

Course Code Course Name CreditsTeaching Scheme Evaluation Scheme

Theory PracticalTotal Hours

Theory PracticalInternal External Total Internal External Total

Marketing Management (Any Three)

MB841.1Consumer Behaviour and

Technology 4 4.00 --- 4.00 30 70 100 --- --- ---

MB840.1Integrated Marketing

Communication 4 4.00 --- 4.00 30 70 100 --- --- ---

MB842.1Sales and Distribution

Management 4 4.00 --- 4.00 30 70 100 --- --- ---

MB846.1 Strategic Marketing 4 4.00 --- 4.00 30 70 100 --- --- ---ORFinance Management (Any Three)

MB 830.1 Financial Decision Analysis 4 4.00 --- 4.00 30 70 100 --- --- ---

MB831.1Management of Financial

Services 4 4.00 --- 4.00 30 70 100 --- --- ---

MB832.1Taxation Management

(Both – Direct or Indirect) 4 4.00 --- 4.00 30 70 100 --- --- ---

MB833.1Financial Reporting Analysis and Corporate Governance 4 4.00 --- 4.00 30 70 100 --- --- ---

ORHuman Resources Management (Any Three)

MB820.1Strategic Human Resource

Management 4 4.00 --- 4.00 30 70 100 --- --- ---

MB821.1Organisational and Change

Development 4 4.00 --- 4.00 30 70 100 --- --- ---

MB822.1 Industrial Relations 4 4.00 --- 4.00 30 70 100 --- --- ---

MB825.1 Human Resource Auditing 4 4.00 --- 4.00 30 70 100 --- --- ---


MBA - Semester – IV

Course Code Course Name Credits

Teaching SchemeEvaluation Scheme

Theory PracticalTheory Practical Total Hours Internal External Total Internal External Total

MB804.1 Entrepreneurship and MSMEs 3 3.00 --- 3.00 30 70 100 --- --- ---

MB810.1Logistics and Supply Chain Management

3 3.00 --- 3.00 30 70 100 --- --- ---

MB808.1Managerial Effectiveness (Practical)

3 --- 6.00 6.00 --- --- --- 30 70 100

MB812.1 Comprehensive Project (Practical) 4 --- 8.00 8.00 --- --- --- 60 140 200

Specialisation Course – 4 4 4.00 --- 4.00 30 70 100 --- --- ---



Non-Credit Areas

Library --- --- 2.00 2.00 --- --- --- --- --- ---

Placement Assistance --- --- 2.00 2.00 --- --- --- --- --- ---

Total 25 18.00 18.00 36.00 150 350 500 90 210 300


Details of Area of Specializations and Courses Offered under Each area during Semester – IV for MBA Programme

Course Code Course Name CreditsTeaching Scheme Evaluation Scheme

Theory Practical Total Hours

Theory PracticalInternal External Total Internal External Total

Marketing Management (Any Three)

MB844.1Product and Brand

Management 4 4.00 --- 4.00 30 70 100 --- --- ---

MB843.1Services and Relationship Management

4 4.00 --- 4.00 30 70 100 --- --- ---

MB847.1International

Marketing 4 4.00 --- 4.00 30 70 100 --- --- ---

MB845.1 Retail Management 4 4.00 --- 4.00 30 70 100 --- --- ---ORFinance Management (Any Tree)

MB834.1Security Analysis and Portfolio Management 4 4.00 --- 4.00 30 70 100 --- --- ---

MB835.1Corporate

Restructuring 4 4.00 --- 4.00 30 70 100 --- --- ---

MB836.1 International Finance 4 4.00 --- 4.00 30 70 100 --- --- ---

MB837.1Development Banking

Rural and Micro Finance

4 4.00 --- 4.00 30 70 100 --- --- ---

ORHuman Resources Management (Any Three)

MB824.1Human Resource

Development 4 4.00 --- 4.00 30 70 100 --- --- ---

MB827.1Human Resource

Information System 4 4.00 --- 4.00 30 70 100 --- --- ---

MB823.1Compensation Management 4 4.00 --- 4.00 30 70 100 --- --- ---

MB826.1International Human

Resource Management 4 4.00 --- 4.00 30 70 100 --- --- ---



Master of Business Administration (MBA) Programme

SYLLABI

(Semester – 1)



MB 700.1: MANAGERIAL ECONOMICS (ME)YEAR 1, SEMESTER 1

I. Number of Credits : 3

II. Course Objectives

The objectives of this course are:

To enable the students to understand the principles underlying the structure and functioning of markets;

To help them to apply economic theory for optimal decision-making at the firm level in the context of market constraints, through real-life examples from across the globe and real cases of firms; and

To provide them sufficient exposure to the world of industry, trade and commerce, so as to make them feel comfortable reading and understanding daily economic and financial news about firms, and engaging in critical discussion on economic issues affecting firms.

III. Course Outline

Module No.

Title/Topic Classroom Contact Sessions

1

Introduction Ten Principles of Economics Thinking like an Economist Interdependence and the Gains from Trade Firms and its Objective Frontiers of Micro-economics

07

2

Understanding Markets Forces The Market Forces of Supply and Demand Elasticity, Types and Applications Supply, Demand and Government Policies The Theory of Consumer Choice Demand Forecasting and Analysis

08

3

Markets and Welfare Consumers, Producer, and Market Efficiency The Costs of Taxation International Trade

05

4

The Economics of the Public Sector Externalities Public Goods and Common Resources The Design of the Tax System (with specific reference to

India)

05

5

Firm Behaviour and The Organisation of Industry The Cost of Production Market Structures

o Firms in Competitive Marketso Monopoly

12


Module No.

Title/TopicClassroom Contact

Sessionso Oligopolyo Monopolistic Competition

6

The Economics of Labour Markets Factor Markets Earnings and Discrimination Income Inequality and Poverty Contemporary Issues

08

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Classroom Contact Sessions … About 30 Sessions Case Discussions … About 06 Sessions Presentation … About 05 Sessions Management Exercise/ Stimulations/Game … About 02 Sessions Feedback … About 02 Sessions

The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.

V. Internal Evaluation

The students’ performance in the course will be evaluated on a continuous basis through the following components:

Sl. No.

Component NumberMarks

per incidence

Total Marks

Percentage of total internal

evaluation1 Quizzes 3 10 30 102 Case Analysis an/Presentation 2 45 90 303 Assignment / Project work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100


The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.

VI. External Evaluation

The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application of the principles of micro-economics to managerial decision-making at the firm level. There will be one major integrated case.

VII. Learning Outcomes

At the end of the course, the student should have developed:

An appreciation of the principles of micro-economics and their potential for firm level decision-making; and

A keen desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments.

VIII. Reference Material

Text-book

1. Mankiw (Forth Edition), Principles of Microeconomics, Cengage Learning

Reference Books

1. Salvatore Dominick (Seventh Edition), Managerial Economics - Principles and Worldwide Applications (Adapted Version), Oxford University Press

2. Ravindra H. Dholakia and Ajay N. Oza(Second Edition), Microeconomics for Management Students, Oxford University Press

3. Douglas Bernheim, Michael Winston (2008), Microeconomics, Tata McGraw-Hill 4. Joseph G. Nellis, David Parker (2009), Principles of Business Economics, Pearson

Education 5. D. Salvatore & RavikeshSrivastava (Seventh Edition), Managerial Economics in a Global

Economy, Oxford University Press6. H. L. Ahuja (2007), Managerial Economics, S. Chand7. Geetika, PiyaliGhosh, Purba Roy Choudhary (Second Edition), Managerial Economics,

McGraw Hill


Journals / Magazines / Newspapers

1. Margin- The Journal of Applied Economic Research2. South Asia Economic Journal3. Global Business Review4. Asian Journal of Management Cases5. Global Journal of Emerging Market Economics6. Economist7. Economical and Political Weekly8. Economic Times9. Business Standard


MB701.1: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 1 (QAM-1)

YEAR 1, SEMESTER 1I. Number of Credits : 3


Managers at all levels and in all functions need a lot of data for decision-making. The objective of this course is to impart to the students the required skills in collecting and understanding the data using basic statistical tools and techniques. The course is designed to help the students discover the potential for application of the statistical tools to management functional areas like accounting, finance, operations, marketing, HR, etc. The course will require the students to use of MS-Excel / SYSTAT software package for practical applications.

The objectives of the course are as follows:

To expose the students to basic statistical tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas;

To help the students develop proficiency in the use of MS-Excel for data analysis and interpretation of outputs for managerial decision-making; and

To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses.

III. Course Outline

Module No. Title/Topic

Classroom Contact Sessions

1

Collection, Presentation of Data, and Descriptive Statistics

Collection of data o Understanding Datao Data measurements – Categorical, Numerical

Presentation of Data in tables and chartso Categorical data –Bar Chart, Pie Charto Numerical data – Histogram, Line graph,

Contingency tables Numerical Descriptive Measures

o Central Tendency, o Dispersion / Variation and o Shape – skewness

06

2

Probability and standard Probability Distributions, with illustrations from managerial contexts

Basic Probability concepts, o Marginal Probabilityo Joint Probabilityo Conditional Probability

08




o Probability trees and Bayes’ Theorem. Probability distributions

o Discrete Probability Distributions - Binomial, Poisson.

o Continuous Probability Distributions – Normal, and Exponential.

3

Sampling Distribution and Confidence Interval Estimation

Sampling Distributiono Sampling – concept and types of sampling o Sampling Distribution of Meano Sampling Distribution of Proportion

Confidence Interval Estimationo Confidence Interval Estimation for Mean (σ known

and σ unknown cases)o Confidence Interval Estimation for Proportiono Sample Size Determination

06

4

Hypothesis Testing One Sample Tests

o Hypothesis Testing - Methodologyo Z-test of Hypothesis for mean (σ known)o t-test of Hypothesis for mean (σ unknown)o Z-test of Hypothesis for proportion

Two Sample Testso Comparing the means of Two Independent

Populationso Comparing the means of Two Related Populationso Comparing Two Population Proportionso F-test for the Difference between Two Varianceso ANOVA

12

5

Chi-Square Tests Chi-Square Test for the Difference between Two Proportions

(Independent Samples) Chi-Square Test for the Difference among more than Two

Proportions Chi-Square Test of Independence

04

6

Correlation, Regression and Forecasting Correlation Simple Linear Regression

o Determining the Simple Linear Regression Equationo Measures of Variationo Residual analysis

09




o Inference about slope and correlation coefficients Multiple Regression

o Developing Multiple Linear Regression Modelo Residual Analysis

Forecasting Basicso Time series Analysiso Using Multiple Regression Model

Total 45

IV. Pedagogy


Classroom discussions of concepts and applications ... About 31 Sessions Students’ presentations … About 06 Sessions Case Discussions (at least one case per module) … About 06 Sessions Feedbacks ... About 02 Sessions



Sl. No. Component Number

Marks per

incidence

Total Marks


evaluation1 Quizzes 3 10 30 10

2 Case Analysis and /Presentation 2 45 90 303 Assignments / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100




The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct questions, definitions, equations, formulae, etc. as far as possible and will center on applications. There will be at least one major case.


At the end of the course, the students should have grappled with the potential of statistical tools and software packages for managerial decision-making under conditions of risk and uncertainty.


Text-Book

1. David .M. Levine, Krehbiel, Berenson, P.K. Viswanathan (2008), Business Statistics – A First Course, (Fourth Edition), Pearson Education.

Reference Books

1. Anderson, Sewney (2008), Statistics for Business and Economics/ 9e, Thomson 2. Aczel, Soundarapandian (2009), Complete Business Statistics / 6e, Tata McGraw-Hill3. T N Srivastava, ShailajaRego (2012), Statistics for Management / 2 e, Tata McGraw-

Hill4. Christian Albright, Wayne Winston, et. al. (2008), Data Analysis and Decision-making

with MS-Excel, Thomson 5. D. P. Apte (2009), Statistical Tools for Managers – Using MS-Excel, Excel Books6. Naval Bajpai(2010), Business Statistics, Pearson.


MB702.1: CRITICAL THINKING AND CASE ANALYSIS (CTCA)YEAR 1, SEMESTER 1




To expose the students to the need for critical thinking practice as a necessary ingredient in decision-making capabilities;

To inculcate in them the habit of analysis as a routine and enable them to seek and know the reasoning behind any situation, decision, data, information, news, etc.; and to demonstrate how to apply an analysis framework to an in-depth case example indicating necessary connections formed during analysis.

To develop the students as managers who know how to think, i.e. how to become independent, self-directed thinkers and learners, to introduce the key steps of case analysis, output of recommendations and writing skills.

III. Course Outline

ModuleNo.


Sessions

1

The Fundamentals of Critical Thinking Introduction to Critical Thinking Recognising Arguments Basic Logical Concepts Language and Critical Thinking

01

2

Logical Fallacies Fallacies of Relevance Fallacies of Insufficient Evidence Arguments Analyzing Arguments Evaluating Arguments Informal Logic Categorical Logic Propositional Logic Inductive Reasoning

08

3

Researching and Writing Arguments Finding, Evaluating and Using Sources Writing Argumentative Essays Practical Applications Thinking Critically about the media

Science and Pseudoscience

08


ModuleNo. Title/Topic


4

Introduction to Case Analysis Types of Cases Working with Cases Learning from Case Analysis

08

5

Case Analysis Overview Case Reading Taking case notes Identifying the Business/ Management Problem Identifying and prioritising the issues Bringing in outside concepts Evaluating Relevant Information and Underlying

Assumptions Developing Possible Solutions Evaluation of Alternatives and Selection of Appropriate

Solution Action Planning

12

6Writing Case Analysis

Writing the first draft Second, Subsequent and Final Drafts

08

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows.

Classroom Contact Sessions ... About 25 Sessions Group Work for Discussions ... About 05 Sessions Students’ Case Presentations and Discussions ... About 08 Sessions Practice of exercises for reading and writing … About 05 Sessions Feedback … About 02 Sessions






Marks per

incidence

Total Marks


evaluation

1 Quizzes 3 10 30 10

2 Case Analysis & Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case covering different modules of the course.


At the end of the course,

The students should have developed an analytical and enquiring mindset that does not accept any information at face value, but evaluates critically its source and implications.

The students should also be able to analyze the case (situation) with application of knowledge attained and write the report.


Text-book

1. Bassham Gregory, et. al. (2006), Critical Thinking – A Student’s Introduction, Tata McGraw-Hill

2. James S. O’ Rourke IV, Singh Anubha (2006), Management Communication – A Case-Analysis Approach, Pearson Education

Reference Book

1. TaherNasreen, GopalanSwapna (ed.) (2006), Critical Thinking – Concepts and Applications, ICFAI University Press


Journals / Magazines

1. Dialogue Journals and Critical Thinking

Websites

1. http://www.criticalthinking.org/pages/critical-thinking-in-everyday-life-9-strategies/5122. http://www.criticalthinking.org/pages/critical-thinking-and-emotional-intelligence/485


MB704.1: MANAGERIAL COMMUNICATION (MC)YEAR 1, SEMESTER 1



To develop communication skills required in business organisation, namely: listening, speaking reading and writing.

Sensitize the students on the nuances of effective communication at work. Students should be able to demonstrate improved interpersonal and group

communication skills Students should be able to design and communicate effective formal and informal

messages Students should be able to make an effective presentation with an appropriate media

support. Student should demonstrate improved persuasion and influencing skills for better

negotiations.

III. Course Outline

Module No.


1

Introduction The role of communication in contemporary business Communicating within organizations Types of communication Process of communication The C’s of good business communication Causes of interference to effective business communication External influences on business communication Using technology to improve business communication

09

2

Interpersonal Communication-I Introduction to Interpersonal Communication Communication Styles or Modes Managerial Listening and Responding Nonverbal Communication

06

3

Interpersonal Communication-II Managing Conflicts in Organization Communicating in Diverse Environment Managerial Negotiation Interviews

06

4

Managerial Writing Stages of Writing process Preparing Good-and-Neutral News Messages Preparing Bad-News Messages Preparing Persuasive Messages Notice, Agenda and Minutes of Various Official Meetings

12




Organizing Business Reports and Proposal Communication for Employment

5Communicating in Work Teams

Productive Meeting Management Making Formal Presentation

06

6

Contemporary issues in Managerial Communication Media Relations Crisis communication Communicating Electronically Social Networking Effective Leadership and Change Communication

06

Total 45

IV. Pedagogy

The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, case studies and participant presentations. The pedagogical mix will be as follows:

Classroom Contact Sessions ... About 21 Sessions Case Discussions … About 06 Sessions Management Exercise/Simulations/Games … About 04 Sessions Presentations … About 12 Sessions Feedback … About 02 Sessions



Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis & Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100




The University examination will be for 70 marks and will test the written communication skills of the students through the various contexts covered in the course. The examination will avoid, as far as possible, direct questions on usage, grammar, errors, etc. and will focus on applications. There will be at least one major comprehensive / integrated case.


At the end of the course, the students should have developed the ability to communicate effectively in business situations, they should be able to communicate message accurately, handle intercultural situation that require thoughtful communication, to use appropriate words and tones and so on.


Text-book

1. Bovee, Courtlaand L., Thill, John V., Chaturvedi, Mukesh. Business Communication Today Pearson Education, 10th Edition

2. Lehman, Dufrene, Sinha. BCOM. Cengage Learning. 2nd Edition.3. Raman,Meenakshi, Singh,Praksh. Business Communication (2009), Oxford

Reference Books

1. Lesikar, R.V. and M.E. Flatley (2008). Basic Business Communication, Tata McGraw-Hill

2. KoneruArun, Professional Communication (2008), McGraw Hill3. O,Rourke James and Gupta Jaba Mukherjee. Management Communication: A Case-

Analysis Approach, Pearson Education. 4th Edition4. Hynes Geraldine, Managerial Communication: Strategies and Applications, Tata McGraw-

Hill, 4th Edition.

Journals/Magazines/News Papers, etc.

1. Business Communication Quarterly2. Journal of Business Communication3. Strategic Communication Management4. Journal of Business and Technical communication5. Harvard Business Review


MB705.1: MANAGEMENT PROCESS (MP)YEAR 1, SEMESTER 1



This course will expose the students to the different functions performed by managers and the roles they have to assume for those functions. It will also provide an overview of the skills required by managers for the different roles and functions. In addition, the course will provide the students a comparative picture of management practices in several parts of the world like USA, Western Europe, Japan, China and India. The objectives of the course are as follows:

To expose the students to the different functions performed by managers, the roles they have to play for those functions, and the knowledge and skills they have to develop for the roles through real-life examples and cases;

To help the students develop an understanding of concepts and tools like MBO and SWOT to develop proficiency in the planning of activities of an organization;

To enable the students to appreciate the importance of entrepreneurship, innovation and leadership and to help them realise the need for collaboration and networking in the management of any functional area of management; and

To provide the necessary foundation for all other courses based on management practices across the world.

III. Course Outline



1

Foundations of Management Managing The External Environment and Organisational Culture Managerial Decision Making

06

2

Planning and Strategising Planning and Strategic Management Ethics and Corporate Responsibility International Management Entrepreneurship

09

3

Organising Organisation Structure Organisational Agility Human Resources Management, especially with diverse

workforce Types of Organizations and basis for choice of different types

06

4

Leading Leadership Motivation for Performance Teamwork Communicating

09


Module No.


5

Controlling Managerial Control Managing Technology and Innovation Creating and Managing Change

09

6

Comparative Management – An Overview Management Practices in the Developed Countries – USA,

Europe, Japan Management Practices in the Emerging Economies – China,

India A comparative appreciation of their philosophical

foundations

Contemporary Issues in Management

06

Total 45

IV. Pedagogy

The course will emphasise participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake review of a book chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:

Classroom Contact Sessions ... About 21 Sessions Case Analysis and Discussions ... About 12 Sessions Management / Simulation Games … About 06 Sessions Presentations based on Group Project … About 06 Sessions




The students’ performance in the course will be evaluated through the following components:


Marks per

incidence

Total Marks



Total 300 100

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case.


At the end of the course, the participant should have clear exposure to the functional areas of management and the roles managers assume for managerial performance.


Text-book

1. Bateman Thomas, Snell Scott (2008), Management – Leading and Collaborating in the Competitive World, Tata McGraw-Hill

Reference Books

1. Weihrich Heinz and Koontz Harold (2008), Management: A Global and Entrepreneurial Perspective, Tata McGraw-Hill

2. Stoner, Freeman & Gilbert Jr., Management, Prentice Hall of India


Journals/Magazines

1. Harvard Business Review2. Academy of Management Review3. California Management Review4. Vikalpa5. IIMB Management Review6. Decision7. Indian Management8. The Smart Manager


MB720.1: ORGANISATIONAL BEHAVIOUR (OB)YEAR 1, SEMESTER 1



To expose the students to the environmental and organizational context, cognitive processes and dynamics of organisational behavior; and

To enable them to manage and lead for high performance with the human being at the centre of the organization.

III. Course Outline



1Environmental and Organisational Context

Introduction to Organizational Behavior Foundations of Individual Behavior

08

2

Cognitive Processes Attitudes and Job Satisfaction Personality and Values Emotions and Moods

08

3Drivers for decision making

Perception and Individual Decision making Basic Motivation Concepts

08

4

The Group Foundations of Group Behavior Understanding work teams Leadership and Trust

08

5

Organisational Dynamics Power and politics Conflict and negotiation Organizational culture Organizational change and stress management

08

6 Contemporary Issues 05Total 45

IV. PedagogyThe course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The pedagogical mix will be as follows: Classroom Contact Sessions ... About 10 Sessions Case Discussions ... About 20 Sessions Management Exercise/Simulations/Games … About 07 Sessions Presentations ... About 06 Sessions Feedback … About 02 Sessions





Marks per

incidence

Total marks


evaluation1 Quizzes 3 10 30 102 Cases Analysis & Presentation 2 45 90 303 Assignment / Project work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, etc. as far as possible and will focus on managerial applications. There will be at least one major (integrated) case.


At the end of the course, the student should have developed a fair level of understanding of the subtleties in interpersonal and intrapersonal dynamics of human behaviour in organisational settings. S/he should be in a position to appreciate the unique nature of every individual and stop viewing an employee as a cog in the wheel. Understand and apply various concepts related to organisational behaviour, human perception, leadership, decision making, change and stress that come along with it.


Text-book

1. Stephen P. Robbins &SeemaSanghi, Organizational Behavior (14thEdition) Pearson Education

Reference Books

1. Slocum, Helrigel, Organizational Behavior(2010), Thomson / Cengage2. UdaiPareek (2008), Understanding Organizational Behavior, Oxford University Press3. Luthans Fred (2008), Organizational Behavior, McGraw-Hill (11 e) 4. Margie Parikh and RajanGuptal(2010), Organisational Behaviour, McGraw-Hill


Journal /Periodicals/Magazines/ Newspapers

1. Journal of Humanities, Social Science and Management2. Journal of Human Values3. Effective Executive4. Harvard Business Review5. IIMB Management Review6. Business India7. Business Standard8. The Economic Times


MB730.1 FINANCIAL ACCOUNTING (FA)YEAR 1, SEMESTER 1



The objectives of the course are as follows: To provide the basic knowledge of book keeping and accounting To expose the students to

o The framework of accounting concepts; o Mechanics related to preparation of the balance sheet, income statement,

cash flow statements; o Computation of ratios and basic analysis of the annual report.

To help the students evaluate managerial choices of alternative accounting practices, issues in accounting policy and accounting standards.

III. Course Outline



1

Business organization and accounting

Forms of business organizations

Owner’s capital and borrowed capital

Financial, Management and Cost accounting

Accounting concepts and conventions

05

Accounting fundamentals

Double entry system of accounting and books of accounts, accounting cycle

Mechanism of preparing books of accounts-

Rules of journalizing

Posting of ledger accounts and preparation of trial balance, classification of transactions, subsidiary books

09

2

Provisions of accounting standards

Recognition

Classification and measurement of assets and liabilities , depreciation and impairment of assets

Intangible assets- amortization and impairment

07

Indian accounting standards vs. international accounting standards,

An overview of IFRS and IAS05


ModuleNo.


3

Completion of accounting cycle: final accounts

Financial statements of limited liability company,

Measurement of business income,

Recognition of revenue, expenses, assets and liabilities, divisible profits, managerial remuneration.

Consolidated financial statement.

07

4Analysis of financial performance

Ratio analysis and

Discriminant analysis06

5Creative accounting

Window dressing,

Forensic accounting and forensic auditing.03

6

Contemporary Issues

Recent changes in the field of accounting o IFRS (International Financial Reporting Standards)

and o IAS (International Accounting Standards), o Global financial reporting initiatives.

03

Total 45

IV. Pedagogy


Classroom Contact Sessions ... About 25 Sessions Case Discussions ... About 06 Sessions Case Presentations ... About 07 Sessions Practice of exercises and application … About 05 Sessions Feedback … About 02 Sessions





Marks per incidence

Total Marks



Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case covering different modules of the course.


On completion of the course, the students should:

Develop a thorough understanding of accounting records and how transactions are recorded in them;

Be able to understand and interpret financial statements for various forms of businesses;

Be able to analyse and interpret the data contained in these statements for improved decision-making; and


Text-book

1. Dhanesh K Khatri, Financial Accounting, Tata McGraw Hill, 20112. Asish K. Bhattacharyya, Financial Accounting for Business Managers-PHI,20063. Dr.S.N. Maheshwari and Dr.S.K. Maheshwari, Financial Accounting, Vikas Publishing

House Pvt. Ltd., 2007.


Reference Book

1. Ambrish Gupta, Financial Accounting Management An Analytical Perspective, Pearson Education-2007

2. Stice amp; Stice, Financial Accounting Reporting amp; Analysis, Thomson-20073. Robert N.Anthony, David F.Hawkins and Kenneth A.Merchant, Accounting –Text and

Cases, TMH, 2005.4. Samuel C. Weaver, J. Fred Weston, Finance and Accounting for Non-financial Managers,

Tata McGraw-Hill Publishing Co. Ltd., 2002.5. Horngreen ,Financial Accounting 8/e Pearson Education, 2007.6. Ashok Banerjee, Financial Accounting, Second Edition, Excel Books, New Delhi, 2006.7. Weygandt, Kieso, Kimmel, Financial Accounting, 4/e, Wiley India Edition, 2006.8. M.E. ThukaramRao, Accounting for Managers, New Age International Publishers, first

edition, New Delhi, 2006.9. S. K. Bhattacharyya,Accounting for Management-Vikas Publication-2006.10. N. P. Srinivasan, Accounting for Management, S Chand- 2007


1. Asian Journal of Finance & Accounting2. Finance India

Websites

1. www.accountingcoach.com2. www.dwmbeancounter.com3. www.accounting-basics-for-students.com


MB760.1: INTRODUCTION TO COMPUTERS AND INFORMATION TECHNOLOGY (ICIT) (PRACTICAL)




This is an introductory course in basic computer use and to expose the students to IT relevant to the immediate needs of managers;

Microsoft Office is powerful and popular application software that is used in businesses around the world. To enable them to develop proficiency in using certain components of the package includes MS Word, MS Excel, MS Power Point, MS Access and MS project for managerial applications and for pursuing the other courses of the MBA programme successfully

III. Course Outline

ModuleNo.

Title / Topic Classroom Contact Sessions

Lab / Tutorial

Total

1

Introduction to Computer Computer Hardware Computer Software Exercises

01 01 02

Basic of Operating System Folder and Files Widows Accessory Widows Utilities Exercises

01 01 02

Introduction to MS Office Applications Microsoft Office Word Microsoft Office Power Point Microsoft Office Excel Microsoft Office Access Microsoft Outlook Microsoft Office Project

01 01 02

2

Microsoft Office Word Creating and Editing document Formatting and Printing Table and Graphics Mail Merge and Labels Exercises

06 06 12


ModuleNo. Title / Topic


Lab / Tutorial Total

3

Microsoft Office Excel (Spreadsheet) Introduction to Excel Formula and Function Formatting and Printing Charts Exercises

12 12 24

4

Microsoft Office PowerPoint Introduction to PowerPoint Working with slide Formatting and Printing Exercises

Microsoft Office Outlook Introduction to Outlook Managing daily e-mail and

appointments Exercise

3 3 06

5

Microsoft Office Access Basic Concepts of a Database -Table,

Field, Records, Key, Data Manipulation, Query, etc.

Creating a database Working with Forms Using Queries Generating Reports Exercises

6 6 12

Introduction to IT Introduction to World Wide Web E-mail services and Searching Introduction to Designing WebPages Insert Text, Image, Hyperlink Exercises

3 3 6

6

Microsoft Office Project

Introduction to MS Project 2007 Creating and Defining Projects Calendars Organizing Tasks Working with Task Duration, Estimates,

and Dependencies Working with Resources Customizing and Formatting Resource Management Tracking Progress Running Reports

12 12 24

Total 45 45 90


IV. Pedagogy

The course will emphasis self-learning and active classroom interaction based on students� prior preparation. The pedagogical mix will be as follows:

Classroom Contact Sessions … About 30 Sessions Presentations … About 12 Sessions Lab sessions … About 45 Sessions Feedback … About 03 Sessions




Marks per

incidence

Total Marks


evaluation1 Quizzes 03 10 30 102 Case Study & Presentations 02 45 90 303 Exercise 05 30 150 504 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 70 marks and will be based on practical computer-based tests and a viva-voce.

VII. Learning Outcome

At the end of the course, the student should have learnt how to use computers and basic application software packages effectively for different types of work like formal report preparation, making presentations, using excel effectively to have aid in financial and statistical analysis, plan your activity and appointments using outlook and plan project for effective implementation. Students will develop basic computer skills in above mentioned area which not only aid them in college studies but also helpful in the industry.



Text-book

1. RP Soni, HarshalArolkar, Sonal Jain (2008), Working with Personal Computer Software, Books India Publications, Ahmedabad

2. Stephen L. Nelson, The Complete Reference : Office XP, Tata McGrawHill Publication, eighth edition

3. Elaine Marmel, Microsoft Office Project 2007 Bible, Wiley Publication

Reference book

1. Vishal Soni, Computer Applications for Management, Himalaya Publishing House.2. Business Data Analysis Using Excel, Oxford University Publication 3. Gary B. Shelly, Misty E. Vermaat, Thomas J. Cashman, Microsoft Office 2007:

Introductory Concepts and Techniques, Premium Video Edition 4. Greg Harvey , Excel 2007 For Dummies [Paperback] 5. Joe Habraken, Microsoft Office 2010In Depth.6. Rajesh Sheshadri , Excel With Excel An Executive’s Handbook, Prakash books Publication

Online resources

1. http://www.msoffice-tutorial-training.com/excel-2007-tutorials.html2. http://www.baycongroup.com/wlesson0.htm3. http://office.microsoft.com/en-us/support/training-FX101782702.aspx4. http://www.free-training-tutorial.com/5. http://www.officetutorials.com/6. http://www.ese.upenn.edu/seniordesign/resources7. http://www.profsr.com/home3.html8. http://www.gcflearnfree.org/computerbasics


CS 711.1: COMMUNICATION SKILLS-1 (CS) (NCC)YEAR 1, SEMESTER 1

I. Number of Credits : Non Credit Course


To train the students to become active listeners in every situation in life, and more so, in their work situations;

To develop the students’ confidence to express their ideas comfortably at both inter-personal and group levels;

To train them to think in groups of words appropriate to situations and express their thoughts spontaneously and comfortably in the English language.

III. Course Outline

Module No.


1Introduction to Oral Communication Skills

Listening Skills Speaking Skills

01

2

Listening Skills Basics of Listening Giving and Getting Feedback Understanding Natural Speech Strategies of effective listening Listening Exercises Comprehend Main Ideas and Details Take Notes: Outline Main Ideas and Supporting Details Distinguish between Facts, Opinion and Inferences Evaluate What You Hear Follow Oral Directions

10

3

Speaking Skills Developing Self Confidence Delivering Your Message Preparing Your Speech Speaking to Inform Speaking to Persuade Participating in Group Communication Preparing Impromptu Speech Using Idioms and Proverbs Speaking for Special Purposes Pronunciation

10

4

Business Communication Aids Elements of Effective English Grammar and Syntax Effective Paragraph Word Usage

09




Total 30

IV. Pedagogy

The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, and participant presentations. The pedagogical mix will be as follows:

Classroom Contact Sessions ... About 13 Sessions Management Exercise/Simulations/Games … About 05 Sessions Presentations … About 10 Sessions Feedback of student’s performance …About 02 Sessions

V. Evaluation

At the end of the course the students will have to give a seminar. Certificate will be awarded to the students who have successfully completed the course.

VI. Learning Outcomes

At the end of the course, the students should have developed the ability to listen patiently and actively to the spoken word and interpret the non-verbal message from the body language, facial expression and gesture of the speaker. S/he should have also developed the self-confidence and capacity to express spontaneously in the English language.

VII. Reference Material

Text Book

1. Sweeney Simon, English for Business Communication, Cambridge Publication, 2nd edition.

2. Jones Leo, AlexanRichard (2000), New International Business English, Cambridge.




SYLLABI

(Semester – 2)



MB707.1: MACRO-ECONOMICS AND BUSINESS ENVIRONMENT (MEBE)



To enable the students to gain and make them understand the measurement, fluctuation/stability and growth of national economic aggregates like national income, employment/unemployment and price level;

To help them to relate the changes in the aggregates to national economic policies and their effect on different types of organised activities;

To develop a broad understanding about the environment in which the business operates;

To make them feel comfortable reading and understanding daily economic and financial news on India and other countries, and engaging in critical discussion on economic issues affecting firms.

III. Course Outline

Module No.

Title/ TopicClassroom Contact

Sessions

1

The Scope of Macroeconomics

Introduction to macroeconomics Economic Environment Economic System – Lassiez fair, capitalism, socialism and

mixed economy National income Macroeconomic indicators

05

2

Behavioural and Technology Function

Consumption function Investment function Government, foreign trade and foreign exchange function Money demand and supply Production function, factor market and aggregate supply

function

10

3

Economic Models

Classical and Keynesian views of macroeconomics IS – LM model Open Economy macroeconomics Unemployment and inflation

06


Module No.

Title/ TopicClassroom Contact

Sessions

4

Government and Economic Policies

Business cycle and fluctuations Role of government in economic environment Fiscal policy Monetary policy Industrial policy EXIM policy Five year planning Public Finance

12

5

Business Environment

Social and political environment Technological environment International business environment Natural and ecological environment Legal and Labour market environment

07

6

Contemporary Issues in Indian Economy

Structure and composition of Indian economy Growth and performance of Indian economy Economic growth and Human Development Index Problems and challenges of Indian economy

05

Total 45

IV. Pedagogy


Classroom discussions of concepts ... About 35 Sessions Students’ presentations ... About 05 Sessions Classroom Discussion of Current Issues ... About 05 Sessions




Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case analysis & presentation 2 45 90 303 Assignments / project work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case (integrated) covering different modules of the course.



An appreciation of the principles of macro-economics and the effect of changes in macro-economic environment for firm level decision-making; and



VIII. Reference Material (Text Book)

1. Goodwin, Nelson & Harris, Macroeconomics, PHI Learning Pvt. Ltd.2. Rangarajan&Dholakia, Principles of Macroeconomics, Tata McGraw Hill Pub.3. Olivier Blanchard, Macroeconomics, Pearson Education4. George Mankiw, Principles of Economics, Thomson Publication. 5. G. S. Gupta, Macroeconomics, Tata McGraw Hill Pub6. K. K. Dewett, Modern Economic Theory, S. Chand & co. 7. H. L. Ahuja, Macroeconomics, S. Chand & Co.8. Mishra &Puri, Indian Economy, Himalaya Publishing House.9. A. N. Agrawal, Indian Economy, New Age International10. Vivek Mittal, Business Environment, Excel Books11. Francis Cherunilam, Business Environment, Himalaya Publishing House12. Raj Agrawal and ParagDiwan, Business Environment, Excel Books13. Justin Paul, Business Environment, Tata McGraw Hill Publisher. 14. V K Pailwar, Economic Environment of Business, PHI Learning.

Apart from the above mentioned books, students are required to extensively use othersources like business dailies, business and economic journal and magazines, important websites and TV channels, etc. In fact, discussion of the contemporary issues is an integral part of teaching pedagogy for all the modules.


MB708.1: RESEARCH METHODS FOR MANAGEMENT (RMM)YEAR 1, SEMESTER 2



The objective of this course is to impart to the students the skills required for

Provide the techniques and skills needed to conduct business research; Provide knowledge and understanding so that students can critically evaluate the

quality of research; Identification, definition of research problems / hypotheses, based on literature

survey, secondary data and observations; Preparation of a management research proposal; Design of research instruments; Collection, coding and tabulating of data for analysis; and Enable the students to understand the common statistical procedures used to

analyse data from survey and experimental studies, and to use the statistical software packages like SPSS, Systat, to carry out these procedures and report the results of such statistical analyses in a manner appropriate for managerial decision-making.

III. Course Outline

Module No.


Sessions

1

Planning the Research Project

Business Research Strategies Research Designs Planning a Research Project and Formulating Research Questions Literature Review Ethics in Business Research

06

2

Types of Research and Methods for Collecting Data

Quantitative Researcho Nature of Quantitative Researcho Samplingo Structured Interviewingo Self-completion Questionnaires / Questionnaire Design,

Asking Questionso Structured Observationo Content Analysiso Secondary Analysis and Official Data

Qualitative Researcho Nature of Qualitative Researcho Organisational Ethnography and Participant Observation o Interviewingo Focus Group Discussion

12


Module No.


Sessions

3

Research Proposal and Field Wok

Writing up a Research Proposal Undertaking the Field Work

o Actual Collection of Data

03

4

Data Analysis and Presentations

Univariate and Bivariate Analysis Multiple Linear Regression Model

o Standard multiple regression models with emphasis on detection of collinearity, outliers, non-normality and autocorrelation, Validation of model assumptions.

Discriminant Analysis o Statistical background, Linear discriminant function analysis,

Estimating linear discriminant functions and their properties. Enterprise Information Portal

06

5

Factor Analysis

Principal components, Algorithm for conducting principal component analysis, deciding on how many principal components to retain, H-plot.

Factor analysis model, Extracting common factors, determiningnumber of factors, Transformation of factor analysis solutions, Factor scores.

Cluster Analysis

Introduction, Types of clustering, Correlations and distances, clustering by partitioning methods, hierarchical clustering, overlapping clustering.

09

6Communicating Research Results

Report Preparation, Oral Presentation and Viva-Voce

09

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The exercise for preparation of research proposal will be illustrated through practical examples and cases drawn from business contexts.


The pedagogical mix will be as follows:


Classroom discussions of concepts ... About 24 Sessions Library and Internet Research, Literature Review... About 06 Sessions Students’ Research Proposal presentations ... About 04 Sessions Report Presentation ... About 09 Sessions Feedback ... About 02 Sessions




Sl. No.


per incidence

Total Marks

Percentageof total internal

evaluation

1 Quizzes 3 10 30 10

2 Case Analysis & Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 30

5 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications.


At the end of the course, the student should have a clear understanding of the process of reviewing literature, preparing a sound research proposal and conducting a business research. A student will be able to develop an understanding of the principles and techniques of multi-variate data analysis and their application; and have hands- on experience on SPSS, Systat.



Text-book

1. Bryman Alan, Bell Emma (2008), Business Research Methods, Oxford University Press2. Hair, Joseph, et. al., Multivariate Data Analysis, Pearson Education (latest ed.)

Reference Book

1. Kothari, Research Methodology, Methods and Techniques, New Age International Publishers (2 ed.)

2. Zikmund, Babin, Carr, Adhikari , Griffin, (2013) Business Research Methods, A South Asian Perspective, Cengage Learning

3. T.W. Anderson, An Introduction to Multivariate Statistical Analysis, John Wiley (latest ed.)

4. J.D. Jobson, Applied Multivariate Data Analysis, Vol I & II, Springer-Verlag, N.Y. (latest ed.)

5. H. Kris, Statistical Tests for Multivariate Analysis, Springer-Verlag, Heidelberg.(latest ed.)6. A.S. Mulaik, The Foundations of Factor Analysis, McGraw Hill, N.Y. (latest ed.)7. D.C. Montgomery and E.A. Peck, Introduction to Linear Regression Analysis, John Wiley,

N.Y. (latest ed.)8. M.R. Anderberg, Cluster analysis for Applications, Academic Press, N.Y. (latest ed.)9. B. Everitt, Halsted, Cluster Analysis, N.Y. (latest ed.)10. D.F. Morrison, Multivariate Statistical Analysis, McGraw Hill, N.Y. (latest ed.)11. G.H. Dunteman, Introduction to Multivariate Analysis, Sage, London.(latest ed.)


MB709.1: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 2 (QAM-2)




To expose the students to basic concepts of optimisation and OR tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas;

To help the students develop proficiency in the use of MS-Excel for optimisation problems and interpretation of outputs for managerial decision-making; and

To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses.

The course will focus more on the applications and use of software and interpretation of computer outputs for decision-making, and not on solution procedures (like simplex method).

III. Course Outline

Module No.


Sessions

1

An Introduction to Linear Programming

A Simple Maximization and Minimization Problem.Problemformulation

Optimal Solution by use of software (MS-Excel solver ) Duality and Sensitivity Analysis

08

2

Linear Programming Problems variants

Transportation problem Assignment Problem Transhipment Problem

06

3

Network Models and Project Scheduling

Shortest Route Problems Minimal Spanning Tree Problems Maximum Flow Problems Project Scheduling with known activity times Time-Cost Trade Offs

08

4

Waiting Line Models

Structure of Waiting Line Systems Single Channel Waiting Line Model with Poisson Arrivals and

Exponential Service times Multiple Channel Waiting Line Model with Poisson Arrivals and

Exponential Service times

06


Module No.


Sessions

Economic Analysis of waiting lines

5

Decision Analysis

Problem formulation – Pay off Tables, Decision Trees Decision making without probabilities – Optimistic Approach,

Conservative Approach, Minimax Regret approach Decision making with probabilities – Expected Value of Perfect

Information Utility and decision Making

08

6

Simulation for Management Applications

Risk Analysis Inventory Simulations Waiting line Simulations Use of MS-Excel for simulation

09

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Classroom discussions of concepts and applications... About 31 Sessions Classroom demo of use of software ... About 03 Sessions Students’ presentations based on analysis of data... About 03 Sessions Case Discussions (at least one case per module) … About 06 Sessions Feedbacks ... About 02 Sessions





Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis and Presentation 2 45 90 303 Assignments / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major case carrying 20 marks.


At the end of the course, the students should have grappled with the potential of OR tools and software packages for managerial decision-making.


Text-book

1. Anderson, Sweeney, Williams (2007/2008),An Introduction to Management Science: Quantitative Approaches to Decision Making,Cengage Learning

Reference Books

1. Hillier Frederick, Liberman (2005), Introduction to Operations Research, Tata McGraw-Hill

2. M.V. Durga Prasad (2012), Operations Research, Cengage Learning.3. Hillier, Hillier (2008), Introduction to Management Science, Tata McGraw-Hill4. G.Srinivasan (2007), Operations Research - Principles and Applications, PHI5. A. M. Natarajan, P.Balasubramani, A. Tamilarasi (2006), Operations Research, Pearson.


Journals

1. OPSEARCH2. Journal of Operational Research Society


MB721.1: HUMAN RESOURCES MANAGEMENT (HRM)YEAR 1, SEMESTER 2

I. Number of Credits:3


This course is designed:

To acquaint students with the various practices and policies of Human Resources Management in respect of acquisition, reward and development of HR;

To impart basic knowledge of the Indian Industrial Relation Systems; To build awareness of certain important and critical issues in the Indian Industrial

Relation Systems; and To provide an exposure to the skills required for managing Industrial Relations.

III. Course Outline

Module No


Sessions

1

Introduction to HRM and the Environment

HRM – History, Strategic Importance, Objectives Strategic Management Approach to HRM Human Resource Policies Global HRM

06

2

Acquiring Human Resources

HR Planning and Alignment Job Analysis and Design Recruitment Selection and Induction

08

3

Developing Human Resources

Training and Developmento Need for T and Do Individual vs. organizational needso Training Objectives and Strategieso Training methods and Techniqueso Design and organization of Training

Career Planning and Development Talent Management Succession Planning

08

4

Rewarding Human Resources

Performance Evaluation and Management Wage and Salary Administration Fringe Benefits

10


Module No


Sessions

Other Forms of Rewarding(Bonus, Incentives etc.)

5

Legal Aspects in HRM

Dispute settlement methods Minimum Wages Act Bonus Act Shops and Establishment Act Collective Bargaining Workmen’s Compensation Act

07

6

Contemporary Issues

HR Policies In Banking Industries HR Policies In Insurance Industries HR Policies In Any Other Industries HR Manuals

06

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Classroom discussions of concepts and theory ... About 25 Sessions Case discussions (at least one major case per module) ... About 12 Sessions Students’ presentation on contemporary issues ... About 06 Sessions Feedback ... About 02 Sessions




The students’ performance in the course will be evaluated through the following components.

Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis and /Presentation 2 45 90 303 Assignments / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30-40% of the marks.


At the end of the course, the student should know how to apply the concepts of HR in organisations.


Text-book

1. Ivancevich John (2008), Human Resource Management, Tata McGraw-Hill2. K.Ashwathappa (2007), Human Resource Management, Tata McGraw-Hill

Reference Books

1. Dessler Gary (2008), Human Resource Management, PHI2. C B Gupta (2009), Human Resource Management, Sultan Chand and Sons3. Muller CamenCroucher Leigh(2010),Human Resource Management – A Case Study Approach,

Jaico Publishing House4. Ajay Garg, Labour Laws – One Should Know, A Nabhi Publication


Journals and Magazines

1. HRM Review2. Indian Journal of IR3. Indian Journal of T & D


MB731.1: COSTING AND CONTROL SYSTEMS (CCS)YEAR 1, SEMESTER 2



This course emphasizes the use of accounting information for internal purposes as opposed to the external disclosure which is focus of the financial accounting courses.

The main objective of this course is to familiarize you with the basic concepts of management accounting system, and how the information generated by such a system can be useful for decision making and performance evaluation.

More specifically, this course emphasizes three objectives:

To introduce the basic concepts; which form the discipline of costing and control system.

To provide the skills necessary to use management accounting information to make business decisions.

To illustrate how management accounting information can be used to formulate and implement strategy in a variety of situation.

III. Course Outline

Module No.


Sessions

1

The Changing Role of Management Accounting and Basic Cost Terms and Concepts

The Role of Managerial Accounting and Management Functions Comparing Managerial Accounting and Financial Accounting Introduction to Cost Terms, Cost classification, and Integration

of Costs into Statements (Cost Sheet)

06

2

Product Costing:

Production Process Lean Production and Manufacturing in a JIT Environment Job Costing Process Costing Operations Cost

06

3

Cost Behavior , Cost Estimation and Techniques of Costing

Fixed and Variable Costs Absorption Costing Variable Costing Unit, Batch, Product and Facility –Level Costs Activity Based Costing Cost- Volume- Profit Analysis

09


Module No.


Sessions

4

Planning and Decision Making Budget Development Process Master Budget Sales Budget Production Budget Flexible Budget Cash Budget

09

5

Variance Analysis

Standard Costing Material Variance Labor Variance Overhead Variance Interpreting and Using Variance Analysis

06

6

Management Control and Contemporary Issues

Decentralization Performance Evaluation Balanced Scorecard

09

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation.. The pedagogical mix will be as follows:

Classroom discussions of concepts and application ... About 25 Sessions Case Discussions (at least one case per module) … About 06 Sessions Management Exercises / Simulations / Games ... About 06 Sessions Students’ Presentations ... About 06 Sessions Feedback ... About 02 Sessions




Sr. No.

Component NumberMarks per incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis / Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case up to 50% (integrated) covering different modules of the course.


At the end of the course, the student can learn

Fundamentals and tools of management accounting, including technical aspects of cost accounting

Understand the relationship between management accounting and performance management; consider the relationship between management accounting and strategy;

Learn management accounting knowledge and techniques and how to assess these through cost-benefit analysis.


Text-Books

1. Sawyers, Jackson, Jenkins, Arora, Managerial ACCT First Edition, Cengage Learning India Pvt. Ltd.

2. P. C. Tulsian, Tulsian’s Practical Costing, S.Chand, latest ed.3. Dr.R.P.Rustagi, Taxmann’s Management Accounting, Second Edition, Taxmann, latest ed.


Reference Books

1. Ronald W. Hilton, G Ramesh, and M Jayadev , Management Accounting, Seventh Edition, Tata McGraw Hill Publication

2. Hilton, Maher, and Selto, Management: Strategies for Business Decisions, TMH, latest ed.3. Hongren, Sundem, Stratton, Introduction to Management Acccounting , latest ed.4. Paresh Shah , Management Accounting, Oxford University Press, latest5. S. K. Bhattacharya and John Dearden, Costing for Management, Vikas, latest ed.6. Khan and Jain, Management Accounting, TMH, latest ed.7. Ravi Kishore, Cost and Management Accounting, Taxmann, latest ed.8. Hansen &Mowen, Cost and Management Accounting and Control, Thomson Publishers,

latested.


MB732.1: FINANCIAL MANAGEMENT (FM)YEAR 1, SEMESTER 2



To familiarize the students with concepts and practical applications of finance. The various financial analytical tools required for setting /running an organization like raising funds, investments and allocation of profits, etc. considering risk and return will be addressed

To help students understand the financial function in totality.

III. Course Outline

Module No.

Title/TopicsClassroom Contact

Sessions

1

Meaning, System, Mathematics and Basics of Valuation

Introduction to Financial Management The Financial System The Time Value of money Valuation of Bonds and Stock Risk and Return

08

2

Investment Decisions

Techniques of Capital Budgeting Cost of Capital Estimation of Project Cash Flows

08

3

Financing Decisions

Financing & Operating Leverage Capital Structure Theory & Policy Sources of Long Term Fund Raising Long Term Funds

08

4

Working Capital Management

Cash Management Credit Management Inventory Management Sources of Short Term funds

08

5Payout Policy

Dividend Policy Dividend Decision

08

6

Contemporary Issues

Global Financial Crisis Corporate Social Responsibility Ethics in Finance

05

Total 45


IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based onstudents’ prior preparation. The pedagogical mix will be as follows:

Classroom discussions of concepts and applications... About 10 Sessions Case Discussions ... About 25 Sessions Students’ presentations ... About 06 Sessions Quizzes … About 02 Sessions Feedback … About 02 Sessions

V. Internal evaluation


Sl. No.


per incidence

Total marks


evaluation1 Quizzes 3 10 30 102 Cases Analysis and Presentation 2 45 90 303 Assignment / Project work 1 60 60 204 Internal Tests 2 45 90 305 AttendanceandClass Participation 30 10

Total 300 100


V. External evaluation

The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, etc. as far as possible and will focus on managerial applications. There will be at least one major (integrated) case covering different modules of the course.


The students should appreciate the difference between accounting and financial functions. They should be proficient in the theory and applications of basic financial techniques and tools, so that they can understand and appreciate finance from long-term as well as short-term perspective for any company/organisation.



Text-book

1. Pandey I.M. (2009), Financial Management,Vikas Publication

Reference Books

1. Srivastava Rajiv, Misra Anil (2008), Financial Management, Oxford University Press2. Van Horne, Wachowicz Jr. (2004), Fundamentals of Financial Management, Pearson

Education3. Briham, Houston, Fundamentals of Financial Management, Thomson (latest ed.)4. Chandra Prasanna, Financial Management –Theory and Practice, Tata McGraw-Hill,

(latest ed.)5. M.Y.Khan, P.K.Jain(2011), Financial Management-Text,Problems and Cases, McGraw Hill

Journals /Periodicals/Magazines/Newspapers

1. Finance India2. Indian Economic Review3. The Economist4. Harvard Business Review5. IIMB Management Review6. Business Today7. Economic & Political Weekly8. The Economic Times9. Business Standard10. Financial Express


MB740.1: MARKETING MANAGEMENT (MM)YEAR 1, SEMESTER 2




To familiarize the students with marketing concepts and practices. To acquaint them with the challenges of marketing environment and competition; To expose them to the elements of marketing mix; and To develop their capacity to formulate appropriate marketing strategies and tactics.

III. Course Outline

Module No.


Sessions

1

Understanding Marketing Management

Nature and scope of Marketing Managemento Company Orientations Toward the Market placeo Fundamental Marketing Concepts

Developing Marketing Strategies and Planso Marketing and Customer Valueo Corporate and Division Strategic Planning, Evaluating

Business Portfolios, Growth Strategies; Marketing goals and Plans

05

2

Capturing Marketing Insights

Gathering Information and Scanning the Environmento Internal and External Sources of Informationo The Changing Consumption Pattern of Indian Consumers

Conducting Marketing Research and Forecasting Demando The Marketing Research System and Processo Forecasting and Demand Measurement

05

3

Connecting With Customers

Creating Customer Value, Satisfaction and Loyaltyo Customer Life Time Valueo Customer Databases and Databases Marketing

Analyzing Consumer Marketso Factors Influencing Consumer Behaviouro The Buying Decision Process

Analyzing Business Marketso Organisational Buying & Process

Identifying Market Segments and Targetso Levels of Market Segmentationo Segmenting Consumer and Business Marketso Market Targeting

05


Module No.


Sessions

4

Building Strong Brands

Dealing with Competitiono Identifying Competitorso Competitive Strategies for Market Leaders and Others

Creating Brand Equity Crafting Brand Positioning Strategy

o Choosing POP / PODo Differentiation Strategieso Product Life-Cycle & Strategies

05

5

Shaping the Market Offerings

Setting Product Strategyo Product Characteristic and Classificationo Product and Brand Relationships

Designing and Managing Serviceso Nature of Serviceso Marketing Strategies for Service Firmso Managing Service Quality

Developing Pricing Strategies and Programso Setting the Priceo Adapting the Priceo Initiating and Responding to Price Changes

05

6

Delivering Value

Designing and Managing Value Networks and Channelso Channel Design and Management Decisionso Conflict Cooperation, and Competition

Managing Retailing, Wholesaling, and Logistics

05

7

Communicating Value

Designing and Managing Integrated Marketing Communicationso The Role of Marketing Communicationo Developing Effective Communicationo Managing Integrated Marketing Communications

Managing Mass Communications: Advertising, Sales Promotion, Events, and Public Relation

Managing Personal Communication: Direct Marketing and Personal Selling

o Direct Marketingo Interactive Marketingo Principles of Personal Selling

05

8

Creating Successful Long-Term Growth

Introducing New Market Offeringso New Product Development Process

Tapping into Global Marketso Modes of Entryo Understanding Country of Origin Effects

05


Module No.


Sessions

Managing a Holistic Marketing Organisationo Internal Marketingo Socially Responsible Marketingo Marketing Implementation, Evaluation and Control

9

Emerging Marketing Needs and Opportunities

Rural Marketing in India Social Marketing Network Marketing E-Marketing / Internet Marketing

05

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources other than the prescribed textbook, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:


Classroom discussions of concepts ... About 24 Sessions Case Discussions (at least one per module) ... About 09 Sessions Management Games & Role-Plays ... About 04 Sessions Students’ presentations ... About 06 Sessions Feedback ... About 02 Sessions

The instructor will announce the exact division among the above components at the beginning of the semester as a part of detailed session-wise schedule.




Sl. No.


per incidence

Total marks


evaluation1 Quizzes 3 10 30 102 Cases Analysis and Presentation 2 45 90 303 Assignment / Project work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30 – 40% of the marks.


At the end of the course, the student should have had a clear exposure to the concept ofmarketing and its roots in customer-centric approach, and the elements of marketing mix.


Text-book

1. Kotler, Keller, Koshy, Jha, Marketing Management: A South Asian Perspective, (Latest Edition) Pearson Education.

Reference Books

1. Stanton, Etzel, Walker, Fundamentals of Marketing, McGraw-Hill 2. Ramaswami, Namakumari, Marketing Management: Indian context, Macmillan India3. Kumar Arun, Meenakshi, Marketing Management,Vikas Publishing 4. SaxenaRajan, Marketing Strategies, Tata-McGraw Hill 5. Khurana, Ravichandran, Strategic Marketing Management, Global Business Press6. MazumdarRamanuj, Marketing Strategies, Allied Publishers



1. Journal of Marketing (USA)2. Indian Journal of Marketing3. Marketing Master Mind, etc.


MB750.1: OPERATIONS MANAGEMENT (OM)YEAR 1, SEMESTER 2


II. Course Objective

To understand the manufacturing and service operating systems with respect to design, planning, control and improvement techniques.

Learn the interdependence of operations management with other functional areas. To develop the ability to manage people and resources effectively, to motivate,

organize, control, evaluate. To adapt to change which has become critical to competing in today’s international

markets.

III. Course Outline

Module No.


Sessions

1Strategic Importance of Operations

Introduction to Operations and Competitiveness Operations Strategy: Decision Analysis

08

2

Designing the Operating System Products and Services Processes and Technologies Facilities: Site Selection and Location Analysis Project Management

08

3

Managing the Supply Chain Supply Chain Management Forecasting Capacity and Aggregate Planning Inventory Management: Simulation

08

4

Operations Planning Just-in-Time and Lean Production Enterprise Resource Planning Scheduling

08

5Ensuring Quality

Quality Management Statistical Process Control Waiting Line Models for Service Improvement

08

6 Contemporary Issues 05

Total 45


VI. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The pedagogical mix will be as follows:

Classroom discussions of concepts … About 10 Sessions Case Discussions … About 15 Sessions Students Presentations … About 07 Sessions Games and other learning activities … About 09 Sessions Quizzes … About 02 Sessions Feedback … About 02 Sessions


The students’ performance in the course will be evaluated on a continuous basis throughthe following components:

Sl. No.


per incidence

Total marks



Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on managerial applications. There will be at least one major case (integrated) covering different modules of the course.


The student is supposed to develop skills and gain abilitytoperform well in dimensions such as cost, quality, delivery, dependability and speed, innovation and flexibility to adapt him/her to variations in demand.



Text-book

1. Russell & Taylor, IV edition ‘Operations Management’ - Pearson Education2. Lee Krajewski, Larry Ritzman&ManojMalhotra ‘Operations Management’, -PHI

Reference Books

1. Norman Gaither & G Fraizier 9th edition ‘Operation management’– Thomson south Weston, latest ed.

2. Ashwathappa& Sridhar Bhatt, ‘Production and Operation Management’ by Himalaya Publishing House latest ed.

3. Adam &Eberts, ‘Production& Operation management’, –PHI, latest ed.


1. Supply Chain Management Review2. The IUP Journal of Supply Chain Management3. The IUP Journal of Operations Management4. Harvard Business Review5. Journal of Management Research6. Advances in Management7. IIMB Management Review8. Business India9. Economic Times, 10. Business Standard


CS 712.1: COMMUNICATION SKILLS-2 (CS-2)

YEAR 1, SEMESTER 2

I. Number of Credits : Non Credit Course

II. Course Objectives To train the students to become efficient readers of written material on different

aspects of life and business; To develop the students� ability to comprehend and retain the material so read

for easy recall as and when required; To help them improve their vocabulary of English; To train them to think in groups of words appropriate to situations and express

their thoughts spontaneously and comfortably in the written mode; and To impart skills for writing readable and effective communications.

III. Course Outline

Module No.


Sessions

1Introduction to Written Communication Skills

Reading Skills Writing Skills

01

2

Reading Skills

Basics of Reading Reading Techniques Reading Comprehension

10

3

Writing Skills

Gathering Ideas for Writing Elements of Good Writing Creating Effective Sentences Understanding Words Creating Effective Paragraphs

14

4Business Communication Aids

Grammar and Syntax05

Total 30

IV. Pedagogy

The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, and participant presentations. The pedagogical mix will be as follows:


Classroom Contact Sessions ... About 28 Sessions Feedback of student’s performance … About 02 Sessions

V. Evaluation

At the end of the course the students will have to submit a written report. Certificate will be awarded to the students who have successfully completed the course.


At the end of the course, the students should have developed the ability to read and comprehend comfortably material drawn from varied sources and express themselves equally comfortably in writing. The course should aim at making reading and writing enjoyable activities for students.


Text Book

2. Guy Brook-Hart (2008), Business Benchmark, Cambridge.3. Jones Leo, AlexanRichard (2000), New International Business English, Cambridge.4. Hornby AS (2008), Guide to Patterns and Usage in English, Oxford University Press.



SYLLABI

(Semester – 3)



MB 882.1: SUMMER INTERNSHIP PROGRAMME (SIP) (PRACTICAL)



The primary objective of the course is to enable the students to comprehend all the learning of the past one year (two semesters) so as to develop an in-depth understanding of all general and functional areas of management / organizations. The students are also required to investigate in a topic relating to one of their areas of interest / streams of specialisation, and in the process, develop a comprehensive understanding of the same in order to prepare a conceptual / research based paper.

III. Pedagogy

For this course, each student will be placed in an organization where a faculty guide (internal) and an organizational guide (external), if any, will provide guidance and supervision and work on various issues jointly. The students will work on their projects individually and not in pairs or teams. As a rule, the number of students, organization and faculty member / guides will be allotted based on certain criteria and as per the situation. A faculty co-guide may also be appointed for every/any student.

The investigation will be in the nature of preparation of a project and research through:

i. Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc.;

ii. Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue research in the organisation where they have undergone their summer internship.

The outcome of the research will be a Summer Internship Programme – Project Report which would contain, among others, the following:

Part-I – Organizational Profile

Introduction The Company / Organisation Functional Areas Decision-making Financial Analysis My learning from the study of the organisation


Part-II – Project Study

Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and leads for further work

The detailed format of the report will be circulated to the students at the beginning of the end of the second semester.

IV. Internal Evaluation

The students’ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work done by the student under his/her guidance. The internal evaluation will be for 30% of the course.

V. External Evaluation

The university examination will be based on oral presentation, review of students’ reports and a viva-voce and will carry 70% marks for the course evaluation.


At the end of the course, the students should have developed a comprehensive understanding of the functioning of the organization, process of undertaking / conducting systematic inquiry into a phenomenon, and the art of writing a paper (conceptual / literature / research type) and integrating fundamental and functional areas of management for effective strategic decision making.


MB801.1: STRATEGIC MANAGEMENT (SM)YEAR2, SEMESTER 3




To introduce the student to competitive strategy and competitive advantage; To make students familiar with Michael Porter’s concepts of value chain and the two

main sources of competitive advantage viz. Cost advantage and Differentiation; To expose the students to different types of strategic choices for various levels of the

business, viz. Corporate , Business , and Operational levels; and To develop the students’ skills for putting strategies into actions, adopting the

appropriate strategy for competitive advantage

III. Course Outline

Module No.


Sessions

1

Introduction to Strategic Management

The strategic management process External Analysis: The identification of industry opportunities

and threats

06

2

The nature of Competitive Advantage

Internal Analysis: Distinctive Competencies, Competitive advantage and profitability

Building Competitive advantage through functional level strategies

09

3

Building Competitive Advantage

Building competitive advantage through business level strategy Competitive strategy and the industry environment Strategy in high technology industry Strategy in global environment Corporate strategy: Horizontal integration, vertical integration,

and strategic outsourcing Corporate strategy: Diversification, Acquisition, and internal

new ventures

15

4

Implementing Strategy

Corporate performance, Governance, and business ethics Implementing strategy in companies that compete in a single

industry Implementing strategy in companies that compete across

industries and countries Balanced Scorecard - Use and Limitations

12


Module No.


Sessions

5Strategic Thinking

How to think strategically – Tools and Exercises03

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom discussion of cases. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. The pedagogical mix will be as follows:


Classroom discussions of concepts and applications …About 20 Sessions Case Discussions and exercises …About 23 Sessions Feedback … About 02 Sessions




Sl. No.


Total marks



Total 300 100




The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application of the principles of Strategic management. There will be at least one major integrated case carrying about 70 – 75% of the marks.



An understanding of the meaning of strategy and strategic management; Ability to thing strategically; and See organisations from a holistic perspective through Balanced Scorecard

Approach.


Books

1. ChalesW.L.Hill, Gareth R. Jones, Strategic Management –An integrated Approach,Biztantra, Houghton Mifflin

2. Michael E. Porter, Competitive Advantage, Free press3. Arthur A Thompson Jr, A J Strickland III, John E Gamble, Arun K Jain, Crafting and

executing strategy, McGraw Hill4. Gerry Johnson, Kevan Scholes, Exploring corporate strategy, Pearson5. Adrian Haberberg, Alison Rieple, Strategic Management, Oxford6. Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, Strategy Safari, Pearson

Journals

1. Harvard Business Review2. Vikalpa3. The Smart Manager4. California Management review


MB802.1: LEGAL ENVIRONMENT AND PUBLIC SYSTEMS (LE&PS)YEAR 2, SEMESTER 3




To enable the students to understand a few important laws, acts and regulations affecting organisations and management operations; and

To help the students develop insights into the provisions of some important laws affecting decision-makers’ processes in their roles as employees, managers or owners.

To understand the public system, its components, functioning and relationship between public system and business and society.

III. Course Outline

Module No.


Sessions

1

Indian Contract Act , 1872

General Principles Offer and Acceptance Capacity to Contract Consent, Consideration, Performance and Discharge of Contract Void, Contingent and Quasi Contracts, Special types of Contract

The Sale of Goods Act, 1930

Overview Conditions and Warranties Transfer of Ownership Performance of Sale Breach and Remedial Measures

10

2

The Companies Act, 1956

Overview Formation Memorandum and Articles of Association Prospectus Issue and Allotment of Capital Meeting and Proceedings Directors & BOD Account, Audit and Investigation Winding up Limited Liability Partnership, Producer Companies

08


Module No.


Sessions

3

The Negotiable Instrument Act, 1881

Overview Parties to negotiable instruments presentation negotiation discharge of parties liability of banker dishonour of instruments Protest and noting

Law of Intellectual Property rights

Patent, trademark and copyright.

07

4

Others

The Consumer Protection Act, 1986 Information Technology Act, 2000 Foreign Exchange Management Act, 1999 The Competition Act, 2002 Indian Partnership Act, 1932

10

5 Indian Public System – Part 1

Constitution of India, Administrative System of India, Central and State Government, Components of Public System, Public Finance.

05

6

Indian Public System – Part 2

Public System and Society, Public System and Business, Indian Political System, Public Sector Undertaking, Problems and Challenges of Public System, Important Bodies/ Institution in Indian Public System.

05

Total 45

IV. Pedagogy

Classroom Contact Sessions:

Case Discussions … About 21 Sessions

Management Exercises/Simulations/Games … About 11 Sessions

Presentation ... About 11 Sessions

Feedback … About 02 Sessions




Sl. No.


Total Marks



Total 300 100





At the end of the course, the students should have developed:

A clear understanding of a few representative commercial laws, acts, rules and regulations affecting management decision making.

An ability to interpret the provisions of various laws and understand their applications in practical contexts.

A clear understanding of the public system within which the business and society functions.



Books (Faculty and Students to refer to the latest editions)

1. Business Law for Management – By K.R. Bulchandani, Himalaya Publication2. A Manual of Business Law – By S.N. Maheshwariand S.K. Maheshwari, Himalaya

Publication3. Mercantile Law – By S.S.Gulshan, Excel Books

4. Mercantile Law – By P P S Gogna , S. Chand Publication5. Elements of Business Law – by N.D. Kapoor, Sultan Chand & Co. 6. Business and corporate laws – By C L Bansal, Excel Books7. Legal Aspect of Business – By AkhileshwarPathak, Tata McGraw Hill Pvt. Ltd.

Students and faculty members are advised to read the Bare Acts and discuss in the classroom. They may also refer to other standard law books and are advised to read newspapers / magazines on law and public systems so as to keep themselves updated on the major developments/changes taking across India and world.


MB 861.1: MANAGEMENT INFORMATION SYSTEMS (MIS)

YEAR 2, SEMESTER 3



The objective of the course is to develop an understanding of Management Information System, its concepts and business, the key learning objectives are:

Understand the role of the information systems (IS) function in an organization. Develop an insight as to how information systems influence business strategy. Develop the ability to contribute meaningfully towards information system

selection. To help the students how to use MI Systems for gaining competitive advantage.

III. Course Outline

Module No.

Title/TopicClassroom

Contact Sessions

1

Organization Management and the Networked Enterprise Information Systems in Global Business IS in the enterprise (How businesses use information Systems) Information Systems, Organizations and Strategy. Contemporary approaches in Information Systems Part I Project: Analyzing Business Processes for an Enterprise

System

10

2

Information Technology Infrastructure (Obtain a bird’s eye view of contemporary technologies and infrastructure required to implement an IS.)

IT infrastructure and Emerging Technologies and its Platforms. Foundation of Database and Information Management Telecommunications, the Internet and Wireless Technology Part II Project: Creating a New Internet Business

10

3

Enterprise Information Systems and Key System Applications of Modern Age

E-Commerce: Digital Markets, Digital Goods Business Processes and Enterprise Applications Knowledge Management Part III Project: Designing an Enterprise Information portal

08




4

Information Security (Understand the importance and issues related to the protection of an organization’s information assets)

Security and Control Risk Assessment Ethical and Social Issues Artificial Intelligence and Expert Systems

08

5

Development of Information System Business Process Re-engineering and Information Systems System Development The open Source of development International Information System

06

6

Building and Maintaining Information System Building Information System Project Management: Establishing the Business value of

Systems and Managing Change

03

Total 45

IV. Pedagogy

Classroom Contact Sessions ... About 29 Sessions

Case Discussions ... About 06 Sessions

Management Exercise/ Games ... About 02 Sessions

Presentation … About 06 Sessions

Feedback ... About 02 Sessions



Sl. No

Component NumberMarkets

per incidence

Total Marks

Percentage of the total internal

evaluation1 Quizzes 03 10 30 102 Case Analysis and Presentation 02 45 90 303 Assignment/Project Work 01 60 60 204 Internal Tests 02 45 90 305 Attendance and Class Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute-level Evaluation Marks for the course. The institute level evaluation will constitute 30% of the total marks for the course.



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case (integrated) covering up to 50% marks of the course.


At the end of the course, the students should have developed sound understanding and the appreciation of the concepts of MIS including:

Learn how to design MIS for different departments of an organization. Learn about latest technologies in the field of telecommunication, networks and

Database.

VIII. Reference Materials

Text Books

1. Loudon, Kenneth C. and Loudon, Jane P. “Management Information Systems: Managing the Digital firm”, Pearson Publication, 10th edition.

2. O’Brien, “Management Information Systems – Managing Information Technology in the Business Enterprise”, Tata McGraw Hill, 3rd Edition.

3. Stephen Haag, Maeve Cummings, Amy Philips, “Management Information Systems –For the Information Age”, Tata McGraw Hill, 4th Edition.

Reference Books

1. W. S. Jawadekar, “Management Information Systems”, Tata McGraw Hill, 3rd

Edition.2. Ephraim Turban, Dorothy Leidner, Ephraim McLean, James Wetherbe, “Information

Technology for Management – Transforming organizations in the Digital Economy”, Wiley Publication, 6th Edition.

3. S.A. Kelkar, “Management Information Systems – A Concise Study”, PHI Publication, 2008.

4. McLeod, Raymond and Schell, George P. “Management Information Systems”, Pearson Publication, 10th Edition.

5. Miller, “MIS Cases: Decision Making with Application Software”, Pearson Publication.

Journals/Magazines/News Papers/ Websites

1. Computer Express, Digichip, PC World, Computer Shopper, Dataquest etc.


MB805.1: CONTEMPORARY ISSUES IN MANAGEMENT (CIM)(PRACTICAL)

YEAR 2, SEMESTER 3



The primary objective of the course is to sensitise the students to the topical issues facing different parts of society and the controversies surrounding such issues, in so far as they affect the organisations and their management environment.

The Board of Studies will broadly identify the issues every year and prescribe them for classroom discussions. The issues so identified will not limit the range of topics for classroom discussions. The course instructor(s) and the students may identify additional issues based on the events and developments happening in the world.

The following five issues have been identified for the MBA 2012-14 batch:

Global Warming, Environmental concerns and Carbon Markets. Activism, Changing Role of Business and Corporate Social Responsibility Growth, Equity and Inclusive Growth. Demographic Dividends – Indian Perspective Emergence of China and India

III. Course Outline

Module No.


Sessions

1Global Warming, Environmental concerns and Carbon Markets

06

2Activism, Changing Role of Business and Corporate Social Responsibility

06

3 Demographic Dividends – Indian Perspective 064 Growth, Equity and Inclusive Growth 065 Emergence of China and India 06

Total 30


IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources beyond the reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes.

The instructor is expected to introduce the topic in every class. This will be followed by the students’ presentations base on their prior preparation, leading to analysis of the issues. Finally, the instructor is expected to synthesise all the views put forward by the students, so that the students have a clear picture of the issues and the controversies surrounding them. Finally, the students should be helped to grapple with the challenges and opportunities that the issues provide for managerial work.

Based on the classroom discussions, the students should submit an individual report to the instructor for evaluation.



Classroom discussions of concepts ... About 10 Sessions

Lab./Tutorial/Group Work Sessions

Group Work for Case Discussions ... About 10 Sessions Students’ Presentations and Discussions ... About 10Sessions




Sl. No.


per incidence

Total Marks


evaluation1 Classroom Oral Presentations 5 15 75 252 Synthesis Reports 5 30 150 503 Viva-voce 5 06 30 104 Attendance and Class Participation 45 15

Total 300 100




The University examination will be based on oral presentation, review of students’ reports and a viva-voce.


At the end of the course, the students should have developed the inquisitiveness to read newspapers, magazines and journals and relate his/her classroom learning in the MBA programme to the developments taking place in the world as a part of daily routine.


Text-book

There will be no text-book. However, reference books appropriate to the issues will be used by the students.

Journals, Magazines and Newspapers

1. Economic and Political Weekly2. Time3. The Economist4. RBI Bulletin5. Harvard Business Review6. Academy of Management Review7. California Management Review8. Times of India9. The Hindu10. Business Standard11. The Economic Times12. Financial Express13. The Hindu Business Line

Websites

1. World Bank2. IMF3. Asian Development Bank4. UN agencies/ organs, such as UNESCO, UNICEF, USAID, etc.5. European websites6. GOI websites7. State Government websites8. RBI/NABARD/other bank websites


MARKETING ELECTIVES


MB841.1: CONSUMER BEHAVIOUR AND TECHNOLOGY (CBT)YEAR 2, SEMESTER 3

I. Number of Credits: 4


This course will expose the students to the different aspects of consumer behaviour. It will also provide an insight into the consumer decision making process and factors that influence it. In addition, the course will provide the students an overview of different consumer decision making models by undertaking marketing research in hitherto known and unknown areas of consumer behaviour.


To make the students understand the basic concepts of consumer behaviour throughreal-life examples and cases;

To understand the internal forces, external influences and processes that go on to affect consumer behaviour, the challenges generated for the marketers and the strategies which could be implemented.

III. Course Outline

Module No.


Sessions

1

Introduction

The Impact of Digital Revolution on Consumer Behaviour Consumer Research Market Segmentation

09

2

Consumer as an Individual

Consumer Motivations Personality and Consumer Behaviour Consumer Perceptions Consumer Learning Consumer Attitude Formation and Change Communications and Consumer Behaviour

12

3

Consumer in their Socials and Cultural Settings

Reference Groups and Family Influences Social class, Culture and Sub-culture and Consumer

Behaviour Cross-cultural consumer behaviour: International

Perspective

09

4

The Consumer Decision Process

Consumer Influence and Diffusion of Innovation Consumer Decision-Making and Beyond

09


Module No.


Sessions

5

Understanding Consumer Behaviour through and CPA, RTI, etc.

Consumer Protection Act / Councils: Rights of the Consumer Right to Information and Consumer Behaviour

06

6

Use of Technology in Marketing

Internet Marketing Web based marketing strategies and business models Networking, Customer support & online quality services, etc. Consumer Behavior insights on layout and design of the

website Direct Marketing strategies under customized marketing

06

7 Project / Cases Presentations 09Total 60

IV. Pedagogy

The course will emphasise participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:


Classroom discussions of concepts ... About 27 Sessions

Case Analysis and Discussions … About 13 SessionsManagement / Simulation Games ... About 09 Sessions

Students’ presentations based on Project ... About09 Sessions

Feedback ... About02 Sessions





Sl. No.


per incidence

Total marks



Total 300 100





At the end of the course, the participant should have clear exposure to the factors that influence consumer decision making and marketing strategies that stimulate such behaviour. They should be able to appreciate this technology for marketing of goods/ services.


Text-book

1. Leon Schiffman and Leslie Kanuk, Consumer Behaviour, (Latest Edition), Pearson Education, Low Price Edition / PHI

Reference Books

1. Satish Mishra and S.H.Kazmi, Consumer Behaviour, Text and Cases by Excel Books2. S. Ramesh Kumar, Conceptual Issues in Consumer Behaviour by Pearson Education3. Suja R. Nair, Consumer Behaviour in Indian Perspective, HPH


Other Important Titles for Reference

1. Solomon, Consumer Behaviour, Latest edn. Pearson2. Hawkins, Best. Coney, Consumer Behaviour, Latest edn. TMH3. Loudon and Della Bitta, Consumer Behaviour, Concepts and Application, Latest edn.

TMH4. Blackwell, Miniard and Engel, Consumer Behaviour, Concepts and Application,

Latest edn, Thomson-Southwestern

Journals/Magazines / Newspapers

1. Indian Journal of Marketing2. ICFAI Marketing Mastermind3. Marketing Mastermind4. Indian Management5. Journal of Consumer Behaviour6. Journal of Consumer Research7. Economic Times- Brand equity


MB840.1: INTEGRATED MARKETING COMMUNICATION (IMC)YEAR 2, SEMESTER 3

_____________________________________________________________________________



This course will expose the students to the different functions performed by managers especially adverting managers. It will also provide an overview of the ad agencies and help develop an understanding of different roles and functions performed by it. In addition, the course will provide the students an understanding of developing, monitoring, and measuring integrated marketing communication program.


To help students to understand various concepts of advertising and sales promotion through real-life examples and cases;

To help students to develop understanding of integrated marketing communication systems and processes.

To sensitize students to the various facets of advertising, public relation and promotion management

To help the students develop an understanding of concepts and tools like Advertising Brief (Creative Brief), AIDA, DAGMAR, Reach, Frequency, and Impact etc. to develop proficiency in the planning of activities of an organization

III. Course Outline



1 Introduction to Integrated Marketing Communication IMC: Evolution and Role in Branding The Promotional Mix The IMC Planning Process Role of IMC in the Marketing Process

06

2 Integrated Marketing Program and Situational Analysis

Organizing for Advertising and Promotion o The Role of Ad Agencies and Other Marketing

Communication Organizations Perspectives on Consumer Behaviour

04

3 Analysing the Communication Process The Communication Process Source, Message, and Cultural Factors

04

4Objectives and Budgeting for IMC Programs

Establishing Objectives and Budgeting for the Promotional Program

04




5

Developing Integrated Marketing Communication Program

Creative Strategy: Planning and Development Creative Strategy: Implementation and Evaluation Media Planning and Strategy Evaluation of Broadcast, Print & Support Media

o Direct Marketing o The Internet and Interactive Media o Sales Promotion o Public Relations, Publicity and Corporate

Advertising o Personal Selling

18

6

Monitoring, Evaluation, and Control Measuring the Effectiveness of the Promotional Program International Advertising and Promotion Regulation of Advertising and Promotion Evaluating the social. Ethical, and Economic Aspects of

Advertising and Promotion

10

7

Project Presentations on Contemporary Topics Contemporary Topics:

o Usage and Impact on Children via advertisements

o Ethics in Advertising o Sex in Advertising o Laws related to deceptive Advertising o Impact of Globalization on advertising o Relevance and usage of Puffery In advertisements

14

Total 60

IV. Pedagogy

The course will emphasize participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, students are expected to undertake a project chosen by the instructor and present the same. The pedagogical mix will be as follows:


Classroom Contact Sessions Classroom discussions of concepts … About 36 Sessions

Case Analysis and Discussions ... About 08 Sessions

Management / Simulation Game … About 06 Sessions

Students’ presentations based on Project ... About 08 Sessions





Sl. No.Component Number

Marks perincidence

TotalMarks

Percentageof totalinternal

evaluation1. Quizzes 03 10 30 102. Case Analysisand Presentation 02 45 90 303. Assignment /Project Work 01 60 60 204. Internal Tests 02 45 90 305. Attendance and Class Participation 30 10

Total 300 100





At the end of the course, the participant should have a clear understanding of functioning of an advertising department / agency and the roles managers assume for managerial performance.



Text-book

1. Belch & Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, Tata McGraw Hill Publication

Reference book

1. Clow and Black, Integrated Advertising, Promotion and Marketing Communications, PHI

2. Kazmi and Batra, Advertising and Sales Promotion, Excel Books3. Batra, Myers and Aaker, Advertising and Management, Pearson Education4. S. A. Chunawalla, Advertising, Sales and Promotion Management, HPH

Journals/Magazines for reference

1. Pitch2. Economic Times - Brand equity3. Business Line - Catalyst


MB842.1: SALES AND DISTRIBUTION MANAGEMENT (SDM)YEAR 2, SEMESTER 3




To acquaint students with concepts, tools & techniques of sales. To develop skills of personal selling. To develop the skills of managing and leading a sales force. To devise the suitable channels of distribution in the contemporary scenario To manage the performance of the channels in the changing environment

III. Course Outline

Module No.


Sessions

1

Introduction to Sales Management, Personal Selling and Marketing Strategy

Sales Management and the Business Enterprise Sales Management, Personal Selling, and Salesmanship Setting Personal-Selling Objectives

04

2Organising the Sales Effort

The Effective Sales Executive The Sales Organisation

02

3

Sales Force Management

Personal Selling in the Selling Field Recruiting Sales Personnel Selecting Sales Personnel Planning Sales Training Programs Executing and Evaluating Sales Training Programs Motivating Sales People Compensating Sales Personnel Managing Expenses of Sales Personnel Sales Meetings and Sales Contests Controlling Sales Personnel: Evaluating and Supervising

12

4

Controlling The Sales Effort

The Sales Budget Quotas Sales Territories Sales Control and Cost Analysis

08


Module No.


Sessions

5

Marketing Channel

Introduction to Marketing Channel Function and channel structures Channel Relationship Channel Design and Implementation

08

6

Channel Design: Demand, Supply & competition Service output and Supply side analysis Membership Issues Gap Analysis Vertical Integration

08

7

Channel implementation and performance measurement Channel Power Managing Channel Conflict Channel implementation issues Strategic Alliances and legal constraints on channel policies in

India

08

8

Institution for Channels

Retailing Wholesaling Franchising Logistics and Supply chain management Contemporary Issues in Sales and distribution management

10

Total 60

IV. Pedagogy


Classroom discussions of concepts and theory… About 30 Sessions

Case discussions … About 08 Sessions Management Exercise/ Stimulations/Game … About 12 Sessions Students’ presentation …About 08 Sessions Feedback … About 02 Sessions





Sl. No.


Total Marks


evaluation1 Quizzes 3 30 30 102 Case Analysis and Presentation 2 45 90 303 Assignment/ Project work 1 60 60 205 Internal Tests 2 45 90 306 Attendance and Class Participation 30 10

Total 300 100





At the end of the course, the student should know how to apply the concepts of Sales in organisations. The students should be able to plan, organise, manage and coordinate territories and intermediaries for organisations.


Text-book

1. Still, Condiff&Govoni, 5th Edition, Sales Management-Decisions, Strategies & Cases, PHI

2. Stern, Ansary& Coughlan, 6th edition, Marketing Channel, PHI/ Pearson


Reference Books

1. David Jobber, Geoff Lancaster (2007), Selling and Sales Management, Pearson Education

2. Spiro. Stanchart& Rich (2003), Salesforce Management, Tata McGraw Hill 3. Tanner, Honeycutt, Erffmeyer (2009), Sales Management- Shaping Future Sales

Leaders, Pearson Education4. Tapan K Panda & Sunil Sahadev (2005), Sales and Distribution Management,

Oxford5. B S Sahay, Supply Chain Management, Macmillan6. Havaldar and Cavale, Sales and Distribution Management, Tata McGraw Hill 7. VenugopalPingali (2008), Sales and Distribution Management in Indian Perspective,

Response Book.8. Dent Julian (2009), Distribution Channel, Kogan Page.9. Rosenbloom Bent (2007), Marketing Channel, Thomson Publication.

Journals / Magazines / Newspapers

1. Sales & Marketing Management2. Economic Times3. Business Standard – The Strategies


MB846.1: STRATEGIC MARKETING (S-MKTG.)YEAR 2, SEMESTER 3



This course will expose the students to details of strategic marketing including principles, processes; enable students to conduct market analysis, design and implement strategies for various markets scenarios by working towards customer relationship management. The course will focus on strategic growth, applications, evaluation and consolidation by use of specific tools / models like economic model, CRC, Market Driven Profitability etc.


To develop a clear understanding of a range of concepts of relevance to strategic marketing management, marketing strategy and marketing planning such as market segmentation together with the ability to apply such terminology in the context of real world situations.

To develop ability to undertake strategic marketing analyses, using a range of appropriate techniques and to apply such techniques to actual company/market based examples.

To develop ability to consider a range of strategic marketing options and critically choose between them.

To develop ability to select from various marketing activities in an appropriate way for a given marketing scenario.

III. Course Outline

Module No.


Sessions

1

Introduction

Understanding Strategic Marketing: Principles, Process and Hierarchy

Internal Competences or Organizational Capabilities The External Environment / Analysis Constructing Plans and Selecting Strategies

09

2

Market Strategies

Product-Market Strategies for Consumer Goods, Business-to-Business and Services

o Characteristics various markets o Segmenting, Target Market and Positioning o Strategies for various markets

12

3

Competition, Competitive Advantage, Growth Strategies

Competitor Analysis Sustainable Competitive Advantage Growth Strategies: Product Market Development and

09


Module No.


Sessions

Diversification

4

Specialized Strategy Applications, Consolidation and Evaluation

Applicationso Innovation Strategyo Recession Marketing Strategyo Strategic Rural Marketingo Relationship Marketing

Consolidationo Marketing Strategy and Profit

Evaluation o Critical Success Factors / Criteria

12

5

Strategic Marketing for Non-Profit Organizations

Developing Customer Orientation Understanding Target Audience Organizing Resources

o Attracting Human Resources: Staff and Volunteers o Working with Private Sector

Developing and Controlling Marketing Mix

06

6 Project / Cases Presentations 12Total 60

IV. Pedagogy

The course will emphasise participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:


Classroom discussions of concepts ... About 28 Sessions Case Analysis and Discussions … About 08 Sessions Management / Simulation Games ... About 09 Sessions Students’ presentations based on Project ... About 12 Sessions Feedback ... About 02 SessionsThe exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.




Sl. No.


per incidence

Total marks



Total 300 100


VI. External EvaluationThe University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30 – 40% of the marks.


At the end of the course, the participant should have clear exposure to strategic marketing principles, plans; productsbased strategies for consumer goods, B2B and service markets and learn strategic aspects for non-profit organisation.


Text-book

1. A Nag, Strategic Marketing, (Latest Edition), Macmillan Publishers India Ltd.

Reference Books

1. Douglas West, John Ford and Essam Ibrahim, (Latest Indian Edition), Oxford University Press

2. Allan R Andreasen, Philip Kotler, Strategic Marketing for Non-profit Organizations, (Latest Edition), Pearson Education.

3. Colin Gilligan and Richard M.S. Wilson, Strategic Marketing Planing, Butterworth-Heinemann – an imprint of Elsevier

4. David A Aaker, Strategic Maket Management, John Wiley & Sons, Inc.5. Mark E. Parry, Strategic Marketing Management, Tata McGraw-Hill Publishing Co.

Ltd.


6. Musadiq A Sahaf, Strategic Marketing, Prentice Hall of India Pvt. Ltd.7. Ferrell and Hartline, Strategic Marketing, CengageLearing India Pvt. Ltd.

Journals/Magazines/ Newspapers for reference

1. Indian Journal of Marketing2. ICFAI Marketing Mastermind3. Marketing Mastermind4. Indian Management5. The Strategists6. The Hindu – Business Line – Archives 7. Economic Times- Brand equity



FINANCE ELECTIVES


MB830.1: FINANCIAL DECISION ANALYSIS (FDA)YEAR 2, SEMESTER 3



Managers learn from experience how to cope with routine problems. But best managers are also able to respond to change. To do so one must understand why companies and financial markets behave the way they do. One should be able to ask the right questions when new situations arise. The course aims to equip managers with financial theory to solve practical problems.

III. Course Outline

Module No.


Sessions

1

Financial Aspects of project appraisal

Present values Values of bonds and common stocks NPV leads to better investment decisions

Project Analysis

Sensitivity Analysis Real options and Decision Trees

10

2

Risk and the Cost of Capital

Projects Costs of Capital Measuring the Cost of Equity Setting discount rates without beta Certainty equivalents Discount rates for international projects

Risk Analysis in Capital Budgeting

Sources and perspectives of Risk Various techniques and models for Analysis Risk Analysis in Practice

10

3

Capital Investment Strategy

Market values Economic rents and competitive advantage

Financing & Valuation

The After-Tax Weighted-Average Cost of Capital Valuing Businesses Using WACC in Practice Adjusted Present Value

10


Module No.


Sessions

4

Working Capital Management

Cash Budget Simulation Discriminant Analysis and Customer Classification Advances in Inventory Management

Payout Policy

Choice of payout policy Dividend Payments and Stock Repurchases The Payout controversy

10

5

Leasing & Hire Purchase

Types of leases Rationale for Leasing Mechanics of leasing Leasing as a financing decision Hire-Purchase Arrangement Choice between Lease and Hire-Purchase

Value Based Management

Methods and Key Premises of VBM Marakon Approach Alcar Approach McKinsey Approach BCG Approach

10

6

Contemporary Issues

Financial Management of Sick Units Financial Management in Intangible-intensive

companies Ownership and control in various countries Limitations of Finance

10

Total 60

IV. Pedagogy



Classroom discussions of concepts and applications ... About 20 Sessions Case discussions ... About 24 Sessions Practical simulations ... About 06 Sessions Students’ Presentations ... About 06 Sessions Quizzes ... About 02 Sessions Feedback ... About 02 Sessions




Sl. No.


per incidence

Total marks



Total 300 100



The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major (integrated) case covering different modules of the course.


Finance is the lubrication of business. The fruitfulness of the course lies in the fact that the student learns to apply the techniques learned in financial management. The student has to appreciate the fact that financial decisions are taken considering the stakes of all stakeholders in the business. The business is an on-going concern and hence a finance manager cannot be short sighted. He cannot afford to sacrifice the long-term benefits for short-term gains.


Text-books

1. Principles of Corporate Finance by Brealy& Myers.-Tata McGraw Hill2. Financial Management Theory & Practice by Prassana Chandra


Other Readings

1. Modern Corporate Finance by Alan C. Shapiro & Sheldon –Pearson Education2. Financial Management by I.M.Pandey 9th Edition3. Practical financial Management by William R. Lasher-Thomos South Weste4. Financial Management by Rajiv Shrivastava and Anil Misra- Oxford University Press5. Financial Management, Theory and Practice, Brigham &Ehrhardt, 10th Edition,

Thomson South-Western6. Financial Management and Policy, James C. Vanhorne, 12th Edition, PHI.7. Cases in Financial Management, Pandey&Bhat, 2nd Edition, Tata McGraw-Hill

(CFM).8. Case Studies in Finance, Robert F. Bruner, 5th Edition, Tata McGraw-Hill. (CSF)

Journals /Periodicals/Magazines/ Newspapers

1. Finance India2. Indian Economy Review3. The Economist4. Economics & Political Weekly5. Harvard Business Review6. Journal of Finance7. Business Newspapers

Business Standard The Economic Times Financial Express


MB831.1: MANAGEMENT OF FINANCIAL SERVICES (MFS)YEAR 2, SEMESTER 3

I. Number of Credits: 4

II. Course Objective

To enable the students to understand the working of Indian Financial System as a whole.

To provide detailed insight into the range of various financial services available and their role, importance and functioning.

III. Course Outline

Module No.


Sessions

1

Indian Financial System & components

Financial system Financial Introduction Indian instruments Financial markets Financial institutions

06

2

Banking Services

Indian Banking system Banking products and Services Aspects of Bank Management Risk Management in Banking Asset – Liability in Banking Management of NPA Technology and CRM in Banking Contemporary issues in Indian banking

09

3

Fund Bases Financial Services

NBFC Development Financial Institutes Hire purchase and Consumer Finance Lease Finance Bills Discounting Factoring and forfeiting Housing Finance Infrastructure Finance Insurance Credit rating Depository and Custodian Stock Broking and PMS Financial Advisory Services

17


Module No.


Sessions

4

Specialized Financial Services

Merchant Banking Investment Banking Microfinance Securitization Venture capital Trade Finance

13

5Regulatory aspect of financial system

Institutional Framework Legal framework

05

6

Contemporary issues

Discussion of contemporary issues Discussion of cases Students’ presentations

10

Total 60

IV. Pedagogy

Class room contact sessions ... About 32 Sessions Case discussion ... About12 Sessions Management Exercises/Simulation/Games... About 08 Sessions Feedback … About 02 Sessions



Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 03 10 30 102 Case analysis and Presentation 02 45 90 303 Assignments 01 60 60 204 Internal Tests 02 45 90 305 Attendance and Class Participation 30 10

Total 300 100







A clear understanding of the Indian financial system as a whole and its functioning. He / she will also be able to understand various services offered in the financial system and its role, usefulness and interrelation with other components of the system.



Students are requested to refer the latest addition of the following books.

1. Financial Services and System – By Dr. S. Gurusamy , Thomson Publication.2. Indian Financial System – By BhartiPathak, Pearson Education.3. Indian Financial System – By H.R.Machhiraju ,Vikas Publishing4. Management of banking and financial Services – Padmalatha Suresh and Justin

Paul, Pearson education5. Financial Service – By NaliniPurvaTripathy – Prentice-Hall of India6. Financial Services – By M.Y.Khan – Tata McGraw Hill publication7. Financial Services and System – By K.Sasidharan and Alex Mathews, Tata McGraw

Hill8. Merchant Banking – By H.R.Machiraju, Mew Age International Publishers.9. Merchant Banking and Financial Services – By MadhuVij and Swati Dhawan, Tata –

McGraw Hill. 10. Financial Services – ThummuluriSiddaiah, Pearson education

Apart from the above mentioned books, students are also requested to regularly read the business daily, watch the business channels and refer to the important and useful web sites.


MB832.1: TAXATION MANAGEMENT (TM)YEAR 2, SEMESTER 3



To acquaint the students with corporate taxation and various tax planning concepts leading to better grasp of the issues regarding corporate decision making.

To provide knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making.

III. Course Outline

ModuleNo.

Topics Classroom Contact

Sessions

1

DefinitionPerson, Assesse, Income, Previous Year, Assessment Year, Gross Total, Income, Total Income, Tax Evasion, Tax Avoidance, Planning, Exemption, Deduction, Rebate, Relief.Nature and scope of tax planningNature, Objectives of Tax management. Assessment of tax. Financial year. Assesses - types Residential status Non-resident Indians

05

2

Computation of Taxable Income of Individual, HUF, Firm & Corporates

Heads of Income –Salaries, Income from House Property, Profits & Gains from Business or Profession, Capital Gains, Income from Other sources.

15

3 Deduction from Gross Total Income

Income Exempted from Tax:Individual & Corporate.04

4

Computation of Tax for Individual, H.U.F, Firm & Corporate

Rate of Tax and Surcharge.

Tax Rebate

Tax Management – Submission of Return and Procedure of Assessment, PAN, TAN, Preliminary ideas ofDeduction and Collection of Tax at Source, Advance Payment of Tax, and Refund of Tax.

06

5

Central Sales Tax Act, 1956.

Definition : Dealer , Sale, Turnover, Sale Price, Sale or Purchase in course of inter-state Trade or Commerce, Sale or Purchase outsidea state, Sale or Purchase in the course of Import or Export.

Incidence & Levy of Tax, Exemption, Determination of Turnover.

05


ModuleNo.

Topics Classroom Contact Sessions

6

Customs Act and Valuation: Basic Concepts only. 03Central Excise Act, 1944

Definitions – Broker or Commission Agent, Central Excise Officer, Excisable Goods, Factory, Manufacture, Sale & Purchase, Wholesale Dealer &Cenvat

06

7

VAT / Sales Tax Act

Method of executing sales through branches, head office and factory; export contracts and implications on penultimate sales

07

8

Wealth Tax Act

Definitions and Concepts, Computation of net wealth and wealth tax, Valuation of assets, Wealth tax return

Contemporary issues in Taxation Management

09

Total 60

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Classroom discussions of concepts and applications ... About 40 Sessions

Students’ presentations ... About 10 Sessions

Management Exercise /Simulation/game ... About 02 Sessions

Case discussion ... About 06 Sessions

Feedback ... About 02 Sessions






The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The design of the paper will be announced separately. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30 – 40% of the marks.


At the end of the course, the student can gain conceptual understanding and knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making.


Text Book

1. Direct Tax planning and Management (Taxman N. Delhi) - V K Singhania2. Elements of Indirect Taxes (Taxman N. Delhi) - V .S. Datay

Sl. No.


per incidence

Total Marks


evaluation1 Quizzes 03 10 30 102 Case Analysis and/or Presentation 02 45 90 303 Assignment/ Project work 01 60 60 204 Internal Tests 02 45 90 305 Attendance and Class Participation 30 10

Total 300 100


Reference Books

1. Prasad Bhagwati- Income Tax Law & Practice (VishwaPrakashan) 1997, 23rd ed.2. Santaram R- Tax Planning by Reports (Taxman) 1978.3. Prasad, Bhagabati: Direct Tax Law & Practice (New Age Publ., N. Delhi)4. Merhotra, H.C.: Direct Taxes Planning (SahityaBhavan, Agra)5. Srinivas E.A. Corporate Tax Planning (TMG, New Delhi) 6. Lakhotia R.N. Corporate Tax Planning (Vision Publications, N Delhi) 7. Ahuja, Girish& Gupta, Ravi: Systematic Approach to Income Tax; Central Sales Tax

(Bharat Law House, N Delhi)8. Datey V.S. Indirect Taxes - Law and Practice (Taxman Publications, New Delhi)9. Lakhotia R N- How to Save Wealth Tax (Vision Book) 2001, 9th ed.10. Palkhiwala- Income Tax (Tripathi Publication)


MB833.1: FINANCIAL REPORTING, ANALYSIS AND CORPORATE GOVERNANCE (FRA&CG)



The objectives of the course are to enable students:

To understand the financial reports. Compute ratios and analysis of the annual report.

To analyse and interpret the financial reports to evaluate the financial position of the company, and take proper decision.

Enable the students to understand the meaning of corporate governance and its core principles;

To spell out in detail the structures and processes in corporate governance generally envisaged for implementation as a concept.

III. Course Outline

Module No.

Title/Topics Classroom Contact

Sessions

1

Financial Reports

Conceptual framework of financial statements Income Statement Balance sheet Cash flow statements Reading and Understanding Other financial reports-

Auditors’ report and Directors’ report, segment reporting Generally Accepted Accounting Principles

04

2

Indian Accounting Standards for

Valuation of assets under finance lease and intangible assets Asset impairment Accounting for amalgamation Accounting for Liabilities

04

3

Financial Statement Analysis

Horizontal analysis Common size analysis Trend analysis Earnings per share analysis Ratio analysis Analysis of cash flow statement

15


Module No.

Title/Topics Classroom Contact

Sessions

4

Auditing

Roles of Auditors Auditing Process Understanding Audit Reports Guidelines of ICSI & ICAI

06

5

Contemporary Issues In Financial Reporting

Global financial reporting, GAAPs and IFRSs, IAS Indian GAAP and US GAAP Foreign currency accounting Acquisition and Consolidation

07

6

General Introduction to Corporate Governance

History of Corporate Governance Introduction: Corporate Governance Corporate Governance and Compliance Requirements Best Boards

07

7

Corporate Governance and Banking Sector Corporate Governance and Public Enterprises Emerging legal Framework Study of Indian vs. Global scenario

08

8

General Reference and Current Developments

General reference Current Developments Corporate Ethics & Governance

Expert Committee Reports and Corporate Governance Awards

Expert committee Reports Corporate Governance Awards Best Corporate Governance Practices in India Challenges of Corporate Governance

09

Total 60

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course


instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Class Room Contact Sessions … About 42 Sessions

Case Discussions … About 10 Sessions

Management Exercise/ Simulation/ Games … About 02 Sessions

Presentation … About 04 Sessions




Sl. No.


per incidence

Total Marks


evaluation

1 Quizzes 03 10 30 102 Case Analysis and Presentation 02 45 90 303 Assignment /Project 01 60 60 204 Internal Tests 02 45 90 30

5 Attendance and Class Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The institute level evaluation will constitute 30% of the total marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying about 25% of the marks.



Be able to understand and interpret financial statements for various forms of businesses,

Be able to analyse and interpret the data contained in these statements for improved decision-making;


To understand the Corporate Governance structures and systems and their importance,

Be able to analyse business environment in the context of Corporate Governance Systems.


Text-books

1. Financial Management by I.M.Pandey 9th Edition2. N.Gopalsamy, A Guide to Corporate Governance, New Age International(P) Limited

Reference Books

1. Financial Management Theory & Practice by Prassana Chandra, 7th Edition, Tata McGraw-Hill.

2. Ambrish Gupta (2009), Financial Accounting for Management : An Analytical Perspective, Pearson Education

3. D. S. Rawat (2008), Students’ Guide to Accounting Standard, Taxmann4. S.K.Bhattacharya , John Dearden (2008), Accounting for Management, Vikas

Publishing House5. N Ramchandran, Ram Kumar Kakani, Financial Accounting for Management, Tata

McGraw- Hill 6. Harrison, Horngren (2009), Financial Accounting, Pearson Education 7. Stice, Stice (2006), Financial Accounting- Reporting and Analysis, Cengage Learning8. Ram Charan, Owning Up, TOI9. Ram Charan, Boards that deliver, TOI10. H.R.Machiraju (2007), Corporate Governance, Himalaya Publishing House 11. SunitaUpendra Sharma (2009), Corporate Governance In India, New Century

Publications12. The Handbook of International Corporate Governance, an Institute of Directors

Publication, Kogan Page13. Scott C. Newquist& Max B. Russell, Corporate Governance: A Financial

Perspective, Jaico Publishing House

Journal /Periodicals/Magazines / Newspapers

1. Business Line2. Mint 3. The Economic Times4. Financial Express5. Business Standard6. Harvard Business Review


HUMAN RESOURCE

MANAGEMENT ELECTIVES


MB 820.1: STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)

YEAR 2, SEMESTER 3




To help students to understand the strategic role of HR inn building the competency of the organization.

To provide them sufficient exposure to the contemporary concepts of the industries.

III. Course Outline

Module No.


Sessions

1

Introduction to Strategic role of HRM

An investment perspective of HRM Factors influencing how “Investment Oriented” the

organization is. Impact of technology Workforce Demographic change and diversity Model of strategy The Process of strategic Management

08

2

The Evolving Strategic role of HRM

Strategic HR VS Traditional HR Barriers to strategic HR Models of SHRM Approaches to the development of HR strategies Approaches for attaining strategic fit The strategic role of HR function

10

3

Human Resource Planning

Nature, Objective, process and models of HRP Link to Business Planning Design and Redesign of work systems with respect to change

06

4

Recruiting, Training and Developing

Recruitment and selection Training process – planning and strategizing training Strategic Choice – training, development and performance

improvement Methods of Executive Development Evaluation of Training Programmes

08


Module No.


Sessions

5

Performance Management

Strategy and Performance appraisal process Performance Management Cycle Myths and Realities of HRD Concepts and Principles Balance score Card approach to performance management Performance appraisal and its methods

10

6

Strategic HRM

Strategic Approach to Compensation and Benefits Strategic Approach to Industrial Relation Strategic development of human resources

06

7

Employee Separation

Reduction in force Turnover Retirement

06

8

Contemporary Issues in SHRM Strategic diversity management Cross culture HRM Managing work-life balance Corporate Social Responsibility Mergers and acquisitions and SHRM

06

Total 60

IV. Pedagogy

The courses will emphasis self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advances, so that the students can come prepared for the classes. The pedagogical mix will be as follow:


Classroom discussion of concepts and application ...About 32 Sessions Case Discussions ... About 12 Sessions Management/Exercise/ Simulation/ Games … About 08 Sessions Presentation ... About 06 Sessions Feedback … About 02 Sessions

The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session wise schedule.



The students’ performance in the course will be evaluated on a continuous basis through the following components.

Sl. No.


per Incidence

Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis and Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute – Level evaluationmarks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course.


The university examination will be for 3 hours and will be based on a written paper carrying 70 marks. The design of the paper will be announced separately. There will be at least one major integrated case carrying about 35% of the marks


Reference Books

1. Strategic Human Resource Management by Mello.A.Jeffrey, South – Western Thomson, LearningPublication.2000.

2. HRM: A strategic Introduction: Mabey, Christopher, Salaman, Graeman and storey john. Oxford, Blackwel Business, 1999.

3. Handbook of strategic Human resource Management: A guide to action: Armstrong Michael Published by crest Publishing house in arrangement with Kogan Page Ltd. (India).2003.

Journals & Magazines

1. Journals and magazines in HRM like Human Capital2. Management Review – IIM Bangalore3. Vikalp – IIM Ahmedabad4. Asian Journal of Management Cases5. Harvard Business Review6. Global Business Review


MB821.1:ORGANISATIONAL AND CHANGE DEVELOPMENT (OCD)

YEAR 2,SEMESTER 3I. Numberof Credits : 4

II. CourseObjectives

The objectives ofthiscourse are:

Toenablethestudentstounderstandthesignificanceofsystems,processand culture ofthe organizationinorganizationaldevelopment.

To make understand the students the way organizations and change work. To helpto understandthe issues andconcerns involvedin organizational

development while addressingthe change management. To develop basic skills of the students as future of OD practitioners.

III. Course Outline

Module No.

Title / TopicClassroom Contact

Sessions

1

IntroductiontoorganizationalDevelopment

Fieldof OD

HistoryanddefinitionsofOD Values,AssumptionsandBeliefsof OD Characteristics of OD

06

2

Foundationsof OD

System Theory ActionResearchModel Interventions Characteristics and Classification of OD Intervention

06

3

OD Consultant Choosing the OD Consultant Role of the OD Consultant Competencies of the OD Consultant Ethical issues in OD Consulting Organizational Power and Politics and its impact on OD

07


Module No. Title / TopicClassroom Contact

Sessions

4

Leading and Managing Change Meaning of Change Overview of changing Activities Motivating Change Creating a Vision Developing Political Support Managing Planned Change Assessing Change Forces Managing the Transition Sustaining Momentum

08

5

HumanInterventions– Types

Individual Interventions Training Experiences Team Interventions Inter-group Interventions Third Party Peace Making Intervention

10

6

OtherInterventions

Structural Interventions Socio Technical System as an intervention Work Redesign Quality of Work Life TQM Reengineering Comprehensive OD Interventions

10

7 Issues inConsultant-Client Relations 06

8 Contemporary Issues in OD 07Total 60

IV. Pedagogy

The course will emphasize self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows.



Classroom discussion of concepts and application ...About 32 Sessions Case Discussions ... About 12 Sessions Management/Exercise/ Simulation/ Games … About 08 Sessions Presentation ... About 06 Sessions Feedback … About 02 Sessions



Sl. No.


perincidence

TotalMarks



Total 300 100





On completion of this subject, students are expected to be able to:

Demonstrate group facilitation skills that foster a wide range of ideas and perspectives; create an inclusive culture for diverse human beings; keep a group focused on its purpose and tasks.

Demonstrate teamwork skills, including the abilities to coordinate high performing teams; building trust with constituencies, plan team meetings and processes; delegate responsibilities and tasks; follow-up and hold teammates accountable; and coach teammates to be more effective.



Text Books

1. OrganizationDevelopmentbyFrenchWandBellC;AdaptedbyVohra(latestLow price ADAPTEDIndianedition) PearsonEducation, New Delhi

2. Essential ofODandChangebyCummingsTandWorley C, South Western.

Reference Books

1. OD Interventionsandstrategies: edited bySRamanarain, T.V. Rao, KuldeepSingh,Response books, Sage publications.

2. ManagingChangeandOrganizationDevelopmentbyS.KBatra,DeepandDeepPublications, NewDelhi.


1. Journal of Organization Development2. International Journal of strategic human management3. Asian Journal of Management Cases4. Harvard Business Review5. Global Business Review6. South Asia Economic Journal7. Indian Management8. Management Review-IIM Bangalore.9. Vikalp-IIM Ahmedabad.

Websites

1. http://www.codhyd.org/2. http://www.odsynergy.com/od-synergy-tools.html


MB 822.1: INDUSTRIAL RELATIONS (IR)YEAR 2, SEMESTER 3




To enable the students to understand the Legal Dimensions of Human Resource Management

To help students to understand and handle industrial relations

III. Course Outline

Module No.


Sessions

1

Background to Industrial Relations

Understanding / appreciating Industrial Relations Approaches to Industrial Relations Forms of Industrial Relations Evolution of Industrial Relations in India Changing profile of major stakeholders of Industrial Relations in

India

05

2

Management of Conflict in Industry

Conflict resolution / Dispute Resolution Collective Bargaining Management of Discipline Principle of Natural Justice and Negotiations LokAdalat

08

3

Background of Labour Legislation

Introduction to Labour Legislations Indian Constitution and Labour Legislations ILO and its influence on Labour Legislations in India

05

4

Protective and Regulative Legislations

The Trade Unions Act, 1926 The Industrial Employment (Standing Order) Act, 1946 The Industrial Disputes Act, 1947 The Factories Act, 1948

10

5

Wage Legislations

The Payment of Wages Act,, 1936 The Minimum wages Act, 1948 The Equal Remuneration Act, 1976 The Payment of Bonus Act, 1965

09


Module No.


Sessions

6

Social Security Legislations

The Employee Provident Funds and Miscellaneous Act, 1952 The Employee State Insurance Act, 1948 Workmen’s Compensation Act, 1923 The Maternity Benefit Act, 1961 The Payment of Gratuity Act, 1972

10

7

Miscellaneous Legislations

Contract Labour (Regulation and Abolition) Act Sexual Harassment – A legal Perspective Child Labour (Prohibition and Regulation) Act,, 1986 The Apprentices Act, 1961

07

8

Emerging Trends in Labour Legislations

New trends in Judicial Pronouncement Latest important judgment of Supreme courts / High Courts Simplification and Codification of Labour Laws Restructuring Labour Policy

06

Total 60

IV. Pedagogy

The course will emphasize self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:


Classroom discussions of concepts and applications ... About 32 Sessions Case Discussions (at least one case per module) … About 12 Sessions Students’ presentations … About 08 Sessions Classroom Discussion of Current IR Issues … About 06 Sessions Feedbacks … About 02 Sessions





Sl. No.


Total Marks


evaluation1 Quizzes 3 10 30 102 Case Analysis and Presentation 2 45 90 303 Assignments /Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100





Text Book

1. B.D.Singh, Industrial Relations and Labour Laws, Excel Books

Reference Books

1. C.B.Mamoria (2001), Dynamics of Industrial Relations-, 15th edition, Himalayan Publishing House.

2. N.D. Kapoor (2003), Industrial Laws, , Sultan Chand & Co., New Delhi3. Taxman’s Labour Law, Taxmann Allied Services (P) Ltd., New Delhi.4. S.C. Srivastava (2008), Industrial Relations &Labour Laws, , Vikas Publication 5. Ajay Garg, (2006), Labour Laws- One should know, A Nabhi Publication



1. Indian Management2. Management Review-IIM Bangalore3. Vikalp- IIM Ahmedabad4. Human Capital 5. http://lljlibrary.com(Online Journal)


MB 825.1: HUMAN RESOURCE AUDITING (HRA)YEAR 2, SEMESTER 3




To develop an appreciation towards optimum utilization of human resource through understanding and developing conceptual clarity on human resource auditing and accounting.

III. Course Outline

Module No.


Sessions

1 Introduction

HR as assets Definition of Human resource accounting HRA – concepts, methods and applications Human Resource accounting vs. Other Accounting

05

2 Human Resource Costs / Investments

Human Resource Costs – the Monetary Value Approach, Non-Monetary value Based Approaches

Investment in employees -- Human resource Development

08

3 Return on Investments

Development of HR ROI into through High Performance Employees

Measurement of Group Value – The Likert and Bowers Model, Hermanson’sunpurchased goodwill model

05

4 Human Resource Accounting System

Developing Human Resource Accounting System Implementation of Human resource Accounting system Integration with other accounting system

10

5 Human Resource Score Card

HR Score Card, constituents of HR Scorecard HR score card as an instrument in HR Audit

09

6 Human Resource Audit

Role of Human resource audit in business environment HR Audit Objectives, Concepts, Components, Need,

Benefits, Importance Methodology and instruments of HR Audit The audit process Issues in HR Audit

10


Module No.


Sessions

7

Human Resource Audit Report

HR Audit Report – purpose Report Design – Preparation of report Use of HR Audit report for business improvement

07

8

Recent Advancements in Human Resource Audit and Accounting

Human capital as a Foundation asset Employees retention importance New role of HR as an auditor and accountant

06

Total 60

IV. Pedagogy

The course will emphasize self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes.



Classroom discussions of concepts and applications … About 36 Sessions Case Discussions (at least one case per module) … About 16 Sessions Students’ presentations … About 06 Sessions Feedback … About 02 Sessions





Sl. No.


Total Marks



Total 300 100





Reference Books

1. Eric G. Flamholtz Kluwer, Human Resource Accounting – advances in concepts, methods and applications ( Third edition ) , Academic publishers

2. UdaiPareekh& T. V. RaoDesigning and Managing Human Resource Systems / 3e, Oxford/ IBH

3. William.B.Werther and Keith Davis, Human Resource Management and Personnel Management, 5th edition, McGraw-hill, 1996.

4. K. Aswathappa,(2006), Human Resource Management and Personnel Management, 4th edition, by McGraw-Hill.


1. Indian Management.2. Management Review-IIM Bangalore.3. Vikalp-IIM Ahmedabad.4. Human Capital




SYLLABI

(Semester – 4)



MB804.1: ENTREPRENEURSHIP AND MSMEs (EMSMEs)YEAR 2, SEMESTER 4




To enable the students to understand the meaning of entrepreneurship, intrepreneurship, and MSMEs;

To provide insights into the challenges and joy of being an entrepreneur; To reinforce the importance of practicing entrepreneurial and leadership skills as

organisational managers; and To bring out the role and importance of entrepreneurs and MSMEs in in developing

and developed economies as drivers of employment and growth; To familiarise the students with MSME Act; and to help them adapt corporate

management practices to MSMEs.

III. Course Outline



1

Entrepreneurship and Free Enterprise Entrepreneurship and New Venture Opportunities Entrepreneurship and Innovation Entrepreneurship for Small Business Corporate Entrepreneurship Social Entrepreneurship Entrepreneurship, management, administration – similarities and

differences Personal attributes for entrepreneurial success Role of Entrepreneurship Development Schemes and Programmes Entrepreneurial Stages and cycles – some models Roles of mentors and incubators, entrepreneurship Lab., etc.

06

2

Sources of ideas for new ventures Importance of learning attitude Media, Secondary Data, Primary research, etc. Creativity and idea generation

o Tools and techniques like brain storming, NGT, Delphi, Synectics, morphological analysis, bionics, etc.

04




3

Entrepreneurial Challenges and Enablers Business Plan – contents, importance, pre-requisites for an effective

business plan Markets and Market Development Finance and Resource Mobilisation – Different sources, including

venture capital and private equity HR challenges – Availability of talent, retention, compensation, etc. Legal and Government Challenge Supportive measures and policies of Governments Public bodies for entrepreneurial support

08

4

Introduction to MSMEs MSME as understood in India and developed countries Guidelines of RBI and NABARD Nature and contribution of MSMEs An overview of MSME structure and their relationship to corporate

and large business houses MSME classification on the basis of various criteria

06

5 Legal Framework and Environment of MSMEs 07

6

MSME Management Challenges Markets Finance Human Resources Regulations, Systems and Procedures Capacity – Physical, intellectual and technical/technology

06

7 Case Studies of successful entrepreneurs and ventures –lessons for new entrepreneurs

04

8Case Studies of unsuccessful entrepreneurs and failed ventures – lessons for new entrepreneurs 04

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on extensive case studies. The focus of the course will be the soft aspects of entrepreneurship like creativity, personality, motivation, team building and team play, etc. for enterprise development and management, rather than the mechanics of business plan preparation. The course will equally emphasise the importance of the above traits for a manager employed in an organisation for effective contribution. As stated earlier, cases will form the foundation for this course. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered. Wherever the material for any session is drawn from sources beyond the prescribed books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Contact Sessions


Classroom discussions of concepts ... About 28 Sessions Case Analysis and Discussions ... About 12 Sessions Management / Simulation Games ... About 06 Sessions Students’ presentations based on Project ... About 12 Sessions Feedback ... About 02 Sessions




Sl. No.


perincidence

TotalMarks


evaluation1. Quizzes 03 10 30 102. Case Analysis and Presentation 02 45 90 303. Assignment / Project Work 01 60 60 204. Internal Tests 02 45 90 305. Attendance and Class Participation 30 10

Total 300 100





At the end of the course, the student should have developed: A clear understanding of the concept of entrepreneurship; and An appetite for being innovative, creative and entrepreneurial. An integrated understanding of the rationale for co-existence of MSMEs along with

large businesses; An appreciation of the importance of MSMEs in developing and developed countries;

and An ability to distil management principles relevant to MSMEs from corporate

management practices.



Reference Books

1. David Holt, Entrepreneurship – New Venture Creation, PHI 2. Zimmerer, et.al., Essentials of Entrepreneurship and Small Business Management,

PHI 3. Hisrich, et. al., Entrepreneurship, TMH

Magazines, Journals and Newspapers

1. Business India 2. Business World 3. Business Standard 4. The International Journal of Entrepreneurship 5. The Smart Manager 6. Indian Management 7. Harvard Business Review 8. California Management Review 9. Academy of Management Review


MB810.1: LOGISTICS AND SUPPLY CHAIN MANAGEMENT(LSCM)

YEAR 2, SEMESTER 4I. Number of credits : 3


Developing an appreciation of importance of an effective supply for competitive advantage.

III. Course Outline

Module No.


1

Building Strategic Framework To Analyze Supply Chains Understanding Supply Chain Management Supply Chain Performance: Achieving Strategic Fit and Scope Supply chain Drivers and Obstacles

07

2

Designing The Supply Chain Network Designing The Distribution Network in a Supply Chain Network Design in the Supply Chain Network Design in an Uncertain Environment

08

3Planning Demand And Supply In A Supply Chain

Demand Forecasting Aggregate Planning

08

4Planning And Managing Inventories In A Supply Chain

Managing Economies of Scale: Cycle Inventory Managing Uncertainty : Safety Inventory

08

5Sourcing, Transporting And Pricing Products

Sourcing Decision in Supply Chain Transportation

07

6

Contemporary Issues in SCM Green Supply Chain Management Reverse Logistics Role of Technology in SCM

07

Total 45

IV. Pedagogy




Classroom discussions of concepts ... About 28 Sessions Case Analysis and Discussions ... About 12 Sessions Management / Simulation Games ... About 06 Sessions Students’ presentations based on Project ... About 08Sessions Feedback ... About 02 Sessions




Marks per

incidence

Total Marks



Total 300 100





On completion of this subject, students are expected to be able to:

Understand and critically evaluate the principles of supply chain management. Understand how a supply network should be organized and effectively managed,

taking account in particular of supply strategy, inter-organizational relationships and logistics issues.

Appreciate the wider societal implications of supply chain management including public sector implementation, environmental impact, and globalization.



1. Supply Chain Management (Strategy, Planning and Operation) by Sunil Chopra, Peter Meindi- Pearson Education

2. Supply Chain Management, by John t. Mentzer Response books, Sage publication3. Supply Chain Management’, by Robert B. Handfield, Prentice Hall

Journals/Magazines/Newspapers for reference

1. Supply Chain Management Review2. California Management Review

Websites

1. http://www.ism.ws/2. http://www.supplymanagement.com/3. http://supply-chain.org/


MB808.1: MANAGERIAL EFFECTIVENESS(MAE) (PRACTICAL)YEAR 2, SEMESTER 4




To prepare students to internalise managerial personality traits so that they can perform their roles in their chosen careers with effectiveness;

To develop the students’ negotiating and salesmanship skills; and To help the students manage their emotions for achieving a harmonious work-life

balance.

III. Course Outline

Module No.


Contact Sessions

1

Understanding & Mapping Personality

Introduction Personality Factors(Leadership Morale Vs. Individual Motivation)

Types of Personality Mapping Personality(SWOT Analysis and Exercises)

Building Manners and Etiquettes(Individual / Group)

09

2

Forming the Habits for Effectiveness

The Seven Habits of Highly Effective Peopleo Being Proactive and Personal Vision Developmento Personal Leadershipo Time Managemento Win-Win and Interpersonal Leadershipo Empathic Communicationo Synergy and Creative Cooperationo Balanced Self-renewal

The Eighth Habit o Striving for Excellence/ Greatness

12

3

Emotional Management

Personalo Conflict, Individual Internal Conflict – How to

overcome it?o Scope for Introspectiono Stress Management & Coping Techniques

Interpersonalo Life Position

09


Module No.


Contact Sessions

o Management Development Methods For:o Decision Making: Case Study, In-Basket,

Management Games, etc.o Interpersonal Skills: Situation Training, Role-

Playing, Transaction Analysis, Johari Window, etc.o Individual’s Knowledge: Conferences, etc.o Group: Crises Management (Disaster)

4Learning The Managers’ Way

Unwritten laws of business 03

5 Negotiation and Salesmanship 06

6Project Preparation

Interviewing High Profile Personality (IHPP)06

Total 45

IV. Pedagogy

The course will emphasise participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. He/she is expected to adopt innovative approaches to make the classroom and tutorial/laboratory sessions interactive, participatory and enriching. In view of the significance and importance of the life management skills for successful managerial practice, the instructor is expected to provide individual attention to the students and give them constant feedback for improvement. Wherever the material for any session is drawn from sources beyond the prescribed reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes.In addition to these, every student is expected to undergo and undertake an interview. The pedagogical mix will be as follows:


Classroom discussions of concepts and cases … About 16 Sessions Exercise-based Practice andSimulation Games … About 28 Sessions Students’ Interview / presentations based on Project …About 14 Sessions Feedback … About 02 Sessions




Sl. No.


per incidence

Total Marks


evaluation1 Case Analysis and Presentation 2 30 60 202 Interview, Role Playing, Exercise Participation 6 30 180 603 Interview of High Profile Personality 1 30 30 104 Attendance and Class Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The internal marks will constitute 30% of the course evaluation.


The University examination will be based on oral presentation, review of students’ reports and a viva-voce / interview and will be for 70 % of the course evaluation.


At the end of the course, the participant should havedeveloped skills andself-confidence necessary for managerial performance and build in to meet the organizational challenges.


Books

1. Stephen R Covey, The 7 Habits of Highly Effective People, Simon & Schuster UK Ltd., 1989 UK. (www.simonsays.co.uk)

2. Covey Stephen R, The 8th Habit from Effectiveness to Greatness, Simon & Schuster UK Ltd.

3. Covey Stephen R, First Thigs First,, Simon & Schuster UK Ltd.4. Stephen R Covey with A. Roger Merrill, Principle Centered Leadership, Simon &

Schuster UK Ltd.5. Pestonjee, Stress and Coping – The Indian Experience, 2nd Edition, Sage Publication, 1992,

99, California.6. ShaliniVerma, Body Language – Your Success Mantra, Sultan Chand & Co. Ltd., New

Delhi. 7. Shiv Khera, You Can Win, Macmillan Co. 8. Anthony Grant and Jane Greene, It’s Your Life. What are you going to do with it?- Pearson

Publishing House.


MB812.1: COMPREHENSIVE PROJECT(CP) (PRACTICAL)YEAR 2, SEMESTER 4


II. Course ObjectivesThe primary objective of the course is to enable the students to investigate in detail a topic relating to one of their areas / streams of specialisation, and in the process, develop a comprehensive understanding of the area/stream.

III. PedagogyFor this course, each student will choose his/her faculty guide in the area/stream and work on the issue jointly with the faculty. The students will work on their projects individually and not in pairs or teams. The institute may appoint a faculty guide in case a student is not able to choose a guide, or if a faculty member is chosen as a guide by too many students to allow him to do justice to the students by way of guidance. As a rule, no faculty member may be permitted to guide more than five students. A faculty co-guide may also be appointed for every/any student.

The investigation will be in the nature of a research through:

i. Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc;

ii. Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue the research in the organisation where they had undergone their summer internship.

The outcome of the research will be a comprehensive report which would contain, among others, the following:

Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and lead for further work

The detailed format of the report will be circulated to the students at the beginning of the third semester by the faculty guide.

IV. Internal EvaluationThe students’ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work by the student under his/her guidance. The internal evaluation will be for 30% of the course.

V. External EvaluationThe University examination will be based on oral presentation, review of students’ reports and a viva-voce and will carry 70% marks for the course evaluation.


VI. Learning OutcomesAt the end of the course, the students should have developed a comprehensive understanding of the chosen area of specialisation and the major issues in the area.



MARKETING ELECTIVES


MB844.1: PRODUCT AND BRAND MANAGEMENT (PBM)YEAR 2, SEMESTER 4



This course will expose the students to the basic branding principles and help them understand the importance of brand elements. It will also provide an overview of the skills required by managers to position their offering in the market. In addition, the course will provide the students with knowledge of brand hierarchy, extensions & contraction of brands through product mix.


To develop an understanding of basic branding principles and their exposure to classic and contemporary branding application through real-life examples and cases;

To make the students aware about the role of brands, the concept of brand equity, and the advantages of creating branding applications.

To increase understanding of the important issues in planning, implementing, and evaluating brand strategies.

To acquaint the students with the appropriate concepts, theories, models and other tools to make better brands.

To understand the latest developments and cultivate an understanding of the adjustments to be made in branding strategies over time and geographic boundaries to maximize brand equity.

III. Course Outline

Module No.


Sessions

1

Product Management: An Introduction

The Business Objective The Market Opportunity Refinement of the Product concept into New Product and

Business

03

2

New Product Development Process

Opportunity Identification and Selection Creativity and the Product Concept Finding and Solving Customers Problems Analytical Attribute Approaches: Perceptual Mapping and

Trade Off Analysis Concept Evaluation System Concept Testing Sales Forecasting and Financial Analysis Product Use Testing Implementation of the Strategic Plan: Commercialization /

Launch

12


Module No.


Sessions

3Rand Management: An Introduction

Brand and Brand Management03

4

Identifying and Establishing Brand Positioning and Values

Customer Based Brand Equity Brand Positioning and Values

09

5

Planning and Implementing Brand Marketing Programs

Choosing Brand Elements to Build Brand Equity Designing Marketing Programs to Build Brand Equity Integrating Marketing Communications to Build Brand

Equity Leveraging Secondary Brand Knowledge to Build Brand

Equity

06

6

Measuring and Interpreting Brand Performance

Developing a Brand Equity Measurement & Management System

Measuring Sources of Brand Equity: Capturing Customer Mindset

Measuring Outcomes of Brand Equity: Capturing Market Performance

06

7

Growing and Sustaining Brand Equity

Designing and Implementing Brand Strategies Introducing and Naming New Products & Brand Extensions Managing Brands Overtime Managing Brands Over Geographic Boundaries & Market

Segments and

12

8 Project and / or Book Reviews and Presentations 09Total 60

IV. Pedagogy

The course will emphasise participatory and individual learning through active classroom interaction and students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake review (chapters) of a book chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:



Classroom discussions of concepts ... About 27 Sessions Case Analysis and Discussions ... About 18 Sessions Management / Simulation Games ... About 04 Sessions Students’ presentations … About 09 Sessions Feedback ... About 02 Sessions




Sl. No.


per incidence

Total marks



Total 300 100





At the end of the course, the participant should have clear exposure to the fundamentals, concerns of new product development and branding, brand elements and the process of creating / developing customer based brand equity.



Books

1. Anita Goyal, Karl T Ulrich, Steven D Eppinger, Product Design and Development 4 Edition, Tata McGraw - Hill Education (2009)

2. Linda Gorchels, The Product Manager\'s Handbook 4/E 4th Edition, Tata Mcgraw Hill Education Private Limited (2012)

3. MajumdarRamanuj,Product Management in India 3rd Edition, PHI Learning, 20094. Kevin Lane Keller, Strategic Brand Management, Latest Edition, Pearson Education /

PHI5. Jean Noel Kapferer, Strategic Brand Management, Creating & Sustaining Brand

Equity Long Term, 2nd Edition, Kogan Page6. Dr. S. Ramesh Kumar, Managing Indian Brands, Marketing Concepts &Stretegies,

Vikas Publishing House Pvt. Ltd.7. YLR Moorthi, Brand Management, The Indian Context, Vikas Publishing House Pvt.

Ltd.8. SubrotoSengupta, Brand Positioning, Strategies for Competitive Advantage, Tata

McGraw Hill Publishing Co. Ltd.9. David A. Aaker, Building Strong Brands, Free Press10. Jean Noel Kapferer, Strategic Brand Management, Free Press

Journals/Magazines

1. Journal of Brand Management2. Indian Journal of Marketing3. Indian Management4. Harvard Business Review5. Pitch6. The Economic Times (Brand Equity)7. The Hindu - Branding 8. Business Line-Catalyst


MB843.1: SERVICES AND RELATIONSHIP MANAGEMENT (SRM)YEAR 2, SEMESTER 4




To develop insights into emerging trends in the service sector and understand the significance of marketing and management services.

Various challenges faced by the marketers of service organization and strategy development.

III. Course Outline



1.

Foundations for Services Marketing Introduction to services. Understanding of service

economy The difference between marketing of product and services

and its managerial implications The expanded marketing mix The Gaps Model of service quality describing 5 Gaps – A

customer gap and 4 provider gaps.

06

2.

Focus on the Customer The aspects of customer gap, Consumer behaviour in

services Impact of culture on consumer behaviour in services-its

strategic implication. Customer Expectation of service, The Zone of tolerance The factors influencing customer expectation and how

service marketers tackle them. Customer perception, customer satisfaction and service

quality Moments of truth, measuring and managing customer

satisfaction and service quality in every service encounter.

08

3.

Understanding Customer Requirement The customer expectation gap ( Provider Gap: 1) Understanding customer perception and expectation

through Marketing Research strategies. Concept of relationship marketing and its goals (including CRM Process, Implementation and audit) Foundation for and levels of relationship strategies Service recovery strategies. Service guarantees.

10


Module No. Title/TopicClassroom Contact

Sessions

4

Aligning Service design and standards Quality specification Gap (Provider Gap: 2). Aligning

Strategies;-service design, redesign and development, process for developing customer-defined standards

Physical evidence-its importance, its roles and strategies for effectively designing physical evidence.

06

5

Delivering and performing service Service Delivery Gap (Provider Gap- 3) and strategies

for closing this gap. Strategies for integrating appropriate human resource

practices in service firms Role of customers in service firms Role of customer in service delivery Strategies for effective service delivery through

intermediaries Demand Management and capacity management

08

6

Managing service promises Marketing Communication Gap ( Provider Gap:4 ) Role and need of Integrated Service Marketing

Communication Strategies for managing service promises and internal

marketing communication by adopting appropriate pricing strategies.

The financial and economic effect of services.

06

7Relationship Marketing

Key concepts in relationship marketing Planning for relationship marketing

06

8

Customer Relationship Management Customer lifetime value IT enabled RM Customer Retention Contemporary Issues

10

Total 60

IV. Pedagogy



Classroom discussions of concepts and theory ... About 40 Sessions Case discussion ... About 08 Sessions Students’ presentation ... About 06 Sessions Management Exercise/ Stimulations/Game ... About 04 Sessions Feedback ... About 02 Sessions





Marks per

incidence

Total Marks


evaluation1 Quizzes 3 30 30 102 Case Analysis and Presentation 2 45 90 303 Assignment/ Project work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100





At the end of the course, the student should know how to apply the concepts of Sales in organisations.



Books

1. Valarie Zeithaml and Mary Bitner, Services Marketing- integrating customer focus across the firm, Third Edition, Tata McGraw- Hill

2. Christopher Lovelock and JochenWirtz, Services Marketing (fifth Edition), Pearson Education, 2005.

3. Hellen Woodruff, Services Marketing, McMillian India Ltd.4. Douglas Hoffman and John Bateson, Essentials of Services Marketing: concepts,

strategies & cases, Thomson, South-Western, Second edition5. Francis Buttle, Customer relationship management, Butterworth-Heinemann,

Elsevier6. Graham Roberts-Phelps, Customer Relationship Management, Hawksmere, Viva

Books Pvt. Ltd.7. Sheth, Parvatiyar, Shainesh (Eleventh Edition), Customer relationship Management, Tata

McGraw- Hill8. S.Shajahan (First Edition), Relationship Marketing, Tata McGraw- Hill

Journals

1. Journal of Services Marketing, Emerald2. Services Marketing Quarterly, Taylor & Francis3. Journal of Services Marketing, ICFAI4. Journal of Services Marketing, USA


MB 847.1: INTERNATIONAL MARKETING (IM)YEAR 2, SEMESTER 4


I. Course Objectives

This course is designed: To expose the students to the concept of international marketing, enabling them to

acquire an appreciation of the complexities of marketing on an international basis. To understand the ever expanding scope of international marketing & acquaint

them with cross cultural implications on international marketing decisions. To learn global marketing strategies and export-import procedure.

III. Course Outline

Module No.


1 Introduction to International Marketing The Scope and Challenge of International Marketing The Dynamic Environment of International Trade Trade theories

05

2 International Marketing and Functional Approaches to Trade

International Trade distortions and Marketing Barriers International Economic Institutions Regional Economic Groups

05

3

The Cultural Environment of Global Markets History and Geography: The Foundations of Culture Cultural Dynamics in Assessing Global Markets Culture, Management Style, and Business Systems The Political Environment The International Legal Environment

08

4Assessing Global Market Opportunities

Developing a Global Vision through Market Research Emerging Markets

04

5

Developing Global Marketing Strategies Global Marketing Management: Planning and Organization Products and Services for Consumers Products and Consumers for Businesses International Marketing Channels Exporting and Logistics: Special Issues for Business Integrated Marketing Communications and International

Advertising Personal Selling and Sales Management Pricing for International Markets

16




6Foreign Markets and Export Management

Foreign Markets and Export Marketing Process Export Marketing Documentation EXIM Policy

06

7

Financial Environment and Decision Making Sources of Financing and International Money Markets Currencies and Foreign Exchange Risk Management in International Marketing

08

8

Implementing Global Marketing Strategies Negotiating with International Customers, Partners, and

Regulators Contemporary Issues

08

Total 60

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom discussions of concepts and theory … About 38 Sessions Case discussions … About 10 Sessions Management Exercise/ Stimulations/Game … About 04 Sessions Students’ presentation … About 06 Sessions Feedback … About 02 Sessions





Marks per

incidence

Total Marks


evaluation1 Quizzes of about 30 minutes’ duration 3 30 30 102 Case Analysis and Presentation 2 45 90 303 Assignment/ Project work 1 60 60 205 Internal Tests 2 45 90 306 Attendance and Class Participation 30 10

Total 300 100






At the end of the course, the student should know how to apply the concepts of Sales in organisations.


Reference Books

1. Philip R Cateora and John L Graham (Twelfth Edition) International Marketing, TATA McGraw Hill.

2. SakOnkvisit&John J. Shaw (Fifth Edition), International Marketing, PHI3. R.L. Varshney and B. Bhattacharya,International Marketing Management- An Indian

Perspective, Sultan Chand & Sons.4. P K Vasudeva (Second Edition), International Marketing, Excel Books.5. Rakesh Mohan Joshi, International Marketing, Oxford University Press.6. Isobel Doole and Robin Lowe (fourth Edition) International Marketing Strategy- Analysis,

development and Implementation, Thompson press Publication.7. Vern Terpstra and RaviSarathy (Eight Edition) International Marketing, Thompson

South Western.8. Charles W. L. Hill&Arun K Jain (Sixth Edition) International Business – Competing in

Global Market place, TATA McGraw Hill.9. Export and Import Procedure and Documentation – Acharya and Jain, Himalaya

Publications10. Export and Import Policy of Government of India issued from time to time.11. Annual Report of the Department of Commerce, Ministry of Commerce and

Industry, Government of India issued from time to time.

Journals / Newspapers

1. Asia Pacific Journal of Marketing.2. International Journal of Advertising.3. Global Journal of Marketing.4. International Journal of logistics and Supply Chain Mgmt.5. Journal of International Business6. Economic and Political Review7. Business Standard8. Economic Times9. The Times of India


MB845.1: RETAIL MANAGEMENT (RM)YEAR 2, SEMESTER 4



This course provides the student with a comprehensive view of retailing, an analysis of the retail environment and exposure to issues and developments in the industry. Retailing is changing today, and the successful business will know how to identify, adapt, and plan with these changes. This course is designed:

To understand the impact of retailing on the economy. To comprehend retailing’s role in society and, conversely, society’s impact on

retailing. To see how retailing fits within the broader disciplines of business and marketing. To recognize and understand the operations-oriented policies, methods, and

procedures used by successful retailers in today’s global economy. To know the responsibilities of retail personnel in the numerous career positions

available in the retail field.

III. Course Outline



1

Introduction The Domain of Retailing Indian Retail Industry Retailing in Other Countries

14

2Understanding Consumer Behaviour Retail Market Segmentation Shopping Patterns in India

14

3

Retailing Strategy Delivering Value through Retail Formats Deciding Location Supply Chain Management Pricing in Retail Communication in Retailing Building Store Loyalty

14

4

Store Management Category Management Retail Buying Store Layout and Design

10


ModuleNo.

Title / Topic Classroom Contact Sessions

5Contemporary Trends in Retailing Technology in Retailing The Concept of Society

08

Total 60

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students� prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

Classroom Contact Sessions Classroom discussions of concepts through cases ... About 28 Sessions Case Analysis and Discussions ... About 12 Sessions Students’ field Visit/Management Exercise/Games…About 10 Sessions Presentation … About 08 Sessions Feedback … About 02 Sessions




Sl. No.

Component Number Marks per

incidence

TotalMarks


evaluation1. Quizzes 03 10 30 102. Case Analysis and Presentation 02 45 90 303. Assignment / Project Work 01 60 60 204. Internal Tests 02 45 90 305. Attendance and Class Participation 30 10

Total 300 100






At the end of the course, the student should know how to apply retail management concepts in practice and adapt to the changes taking place in the retail industry.


Books

1. P. K. Sinha and D. P. Uniyal, Managing Retailing, Oxford University Press 2. SwapnaPradhan, Retailing Management, TMH 3. James R. Ogden & Denise T.Ogden, Integrated Retail Management, Biztantra4. Levy &Weitz, Retail Management, TMH

Magazines / Journals / Newspapers

1. Retail Biz 2. Journal of Consumer Behaviour3. Journal of Marketing Management



FINANCEELECTIVES


MB834.1: SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT(SAPM)

YEAR 2, SEMESTER 4I. Number of Credits : 4II. Course Objectives


To enable the students to understand various types of financial market in India as well as abroad.

To enable the students to understand various securities, their features and their valuation and creation & monitoring the performance of the portfolio.

III. Course Outline

Module No.

Title/ Topic Classroom Contact Sessions

1

Financial MarketsMoney market, debt market, government security market, foreign exchange market, derivatives market, commodities market, primary and Secondary market.

10

2

Securities And Their Valuation Securities Term structure of interest rate Risk and return Equity share valuation Preference share valuation Bond valuation Bond portfolio

10

3

Security Analysis And Portfolio Design Fundamental analysis Technical analysis Financial planning Taxation aspect in investment

10

4

Portfolio Management Optimal portfolio Capital Asset Pricing model and Arbitrage Pricing Model Efficient Market &Efficient Market Hypothesis Portfolio performance evaluation Investment strategies

10

5

Derivatives Types of derivatives (forward, future, options and swaps) Mechanism of derivatives Trading and valuation of derivative Derivatives investment strategies and risk management Development of derivatives in India.

10


Module No.

Title/ Topic Classroom Contact Sessions

6

Advanced topics International securities market Effects of global factors on Indian securities markets ADR,GDR,FDI,FII, etc Regulations of securities market& investor protection Contemporary issues / developments

10

Total 60

IV. Pedagogy

Classroom discussions of concepts ... About 42 Sessions Students’ presentations ... About 08 Sessions Case Discussions and Current Issues ... About 08 Sessions Feedback ... About 02 Sessions



Sl. No.

Component Number Marks per incidence

Total Marks



Total 300 100







A clear understanding of various financial markets in the country as well as across the globe. They will be able to understand how the financial markets functions and play a very important role in the growth and development of sound financial system.

An ability to understand the features , pros and cons of various securities, their valuation, selection of securities, construction of portfolio and its performance measurement.


Books

1. Investment Analysis and Portfolio Management – Prasanna Chandra, Tata-McGraw Hill

2. Investment Analysis and Portfolio Management – Reilly & Brown, Thomson publishing.

3. Investment Management – By V.K.Bhalla, Sultan Chand & Co.4. Security Analysis and Portfolio Management – ByDhaneshKhatri, Macmillan

publication. 5. Security Analysis and Portfolio Management – By Fischer & Jordan, Prentice-Hall of

India6. Security Analysis and Portfolio Management – By SudhindraBhat, Excel Books7. Investment Analysis and Portfolio Management – By Ranganatham&Madhumathi,

Pearson Education8. Financial Market and Institutions – By Dr. S. Gurusamy , Thomson Education9. Financial Markets, Institutions and Financial Services – By Clifford Gomez –

Prentice –Hall of India10. Derivatives – Valuation and Risk management – By David Dubofsky and Thomas

Miller Jr. Oxford University Press11. Future and Option – By AN Sridhar, Shroff Publishers. 12. Financial Derivatives – By B. Mishra & S. S. Debasish

Apart from the above mentioned books, students can refer to any book on the subject matter to have a better understanding. Students are required to read business dailies, refer to important websites and watch the business new channels on regular basis. Discussing the contemporary development on the subject matter in the classroom is the integral part of the overall teaching pedagogy and will carry due weightage on the evaluation components.


MB835.1: CORPORATE RESTRUCTURING (CR)YEAR 2, SEMESTER 4



This course exposes students to a broad range of financial restructuring techniques that can be applied to improve business performance.

To highlight characteristics of potential candidates for different restructuring techniques.

To familiarize the students with various methods used by Corporate in real life.

III. Course Outline

ModuleNo.


1

Corporate Restructuring Definition

03

Forms of Corporate Restructuring Merger Consolidation Acquisition Divestiture Crave-out Joint Venture Reduction of Capital Buy Back of Securities Delisting of Company

10

Strategies behind Mergers and Acquisitions Growth Opportunities Theories

03

2

Takeovers Takeover Tactics Defence Tactics Promoters’ giving away

08

3Legal Aspects of Corporate Restructuring

Companies Act, 1956 Securities and Exchange Board of India Clause 40A and 40B

07

4

Accounting for Amalgamations Accounting Standard 14 Classification of Amalgamations Methods of Accounting

Accounting for DemergerTaxation Aspects of Corporate Restructuring

08




5Methods of financing mergers

Methods of Effecting Payments Sources of Funds

06

6Leveraged Buyout , Management Buyout and Going Private 03

7

Valuation of Companies Value of a company Methods of Enterprise and Equity Valuation Models of Valuation

06

8 Cases on Corporate Restructuring 06Total 60

IV. Pedagogy



Classroom discussions of concepts and applications ... About 30 Sessions Students’ presentations based on project work preparation ...About 12 Sessions Case Discussions (at least one case per module) … About 08 Sessions Management Exercise/Simulation/Games ... About 08 Sessions Feedback … About 02 Sessions



Sl. No.

Component Number Marks per incidence

Total Marks


evaluation1 Quizzes 3 10 30 10

2 Case Analysis and Presentation 2 45 90 303 Assignment / Project Work 1 60 60 204 Internal Tests 2 45 90 305 Attendance and Class Participation 30 10

Total 300 100






At the end of the course, students would be able to develop an understanding of Merges and Acquisitions as significant economic activity take place in today’s economy. It enables the students to evaluate the firm’s decision and areas affected by Mergers and acquisitions.


Text-book

1. “Mergers Acquisitions and Corporate Restructuring”, by Prasad G. Godbole; VikasPublication.

2. Takeovers, Restructuring and Corporate Governance’, - by James Fred Weston, Mark Mitchell, Harold Mullerin; - 4th Edition; - Pearson Education.

3. Financial Management , Theory and Practice– Prasanna Chandra; – 6th edition; TATA McGraw Hill Publications

Reference Books

1. Principles of Corporate Finance – 7th edition, Brealey, Mayers TATA McGraw Hill Publications

2. Cases in Financial Management- I M Pandey, Ramesh Bhatt; 2nd Edition; TATA McGraw Hill Publications

3. Cases in Financial Management, Pandey&Bhat, 2nd Edition, Tata McGraw-Hill (CFM).

4. Case Studies in Finance, Robert F. Bruner, 5th Edition, Tata McGraw-Hill. (CSF)5. Corporate restructuring by Dr. K.R. Chandratre. 6. Merger Et al by S. Ramanujan, TMH, New Delhi. 7. Corporate Mergers and Takeovers by Dr. J.C. Verma, Bharath Publishing House. 8. Amalgamation, Mergers, Takeover Company Law Journal by L.M. Sharma. 9. The Essence of Mergers and Acquisition by P.S. Sundarsanam, PHI. 10. Mergers, Restructuring and Corporate Control by J. Fred Western, Kwany S. Chung

and Susan E Hang.


Journals / Magazines /Newspapers

1. Economic Times2. Business Standard3. Indian Journal of Finance4. Chartered Financial Analyst5. Business Today / India / World6. CFA reader7. Financial Express8. Journal of Applied Finance


MB836.1: INTERNATIONAL FINANCE (IF)YEAR 2, SEMESTER 4

II. Number of Credits : 4


Course objective is to familiarize the students to the arena of international finance.

Foreign exchange markets (arbitrage, speculation, hedging) and foreign exchange arithmetic will be introduced. Factors influencing the prices of currency derivatives, relationship between of exchange rates and dynamics of fundamental economic factors (balance of payments, inflation, interest rates, and market expectations) will be covered.

III. Course Outline

Module No.

Topics/Title Classroom Contact Sessions

1.

Foundations of International Financial Management Strategizing Around The Globe Globalization and the Multinational Firm International Monetary System Balance of Payments The Market for Foreign Exchange International Parity Relationship and Forecasting Foreign

Exchange Rate

10

2

Exchange Arithmetic Forward Exchange contracts Forward Exchange Rates based on cross rates Interbank deals Execution of forward contract Cancellation/Extension of forward contract

10

3

Foreign trade contracts and documents Incoterms Letters of Credit-Meaning and Mechanism Types of Letters of Credit Operation of a Letter of Credit

10

4

Finance of Foreign Trade Financing Exports Post shipment Finance Project Exports and Investment Abroad Export-Import Bank of India Export Credit Insurance Financing Imports

10


Module No.

Topics/TitleClassroom Contact

Sessions

5

World Financial Markets International Banking and Money Market International Bond Market International Equity Market Futures and Options on Foreign Exchange Currency and Interest Rate Swaps International Portfolio Investment

10

6

Foreign Exchange Exposure and Management Management of Economic Exposure Management of Transaction Exposure Management of Translation ExposureFinancial Management of The Multinational Firm Foreign Direct investment and Cross-Border Acquisitions Multinational Cash Management

10

Total 60

IV. Pedagogy



Classroom discussions of concepts and applications …About 20 Sessions Case discussions … About 20 Sessions Games, simulations, activities … About 10 Sessions Students’ Presentations … About 08 Sessions Performance Feedback ...About 02 Sessions



Sl. No.


per incidence

Total marks



Total 300 100


The total marks will be divided by 10 and declared as Institute-Level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case covering different modules of the course.


The student is expected to understand foreign exchange transactions. S/he should be able to know the factors that drive exchange rates particularly interest rates and inflation dynamics. They should be aware of the important changes happening in the international finance.


Text book

1. EunResnickInternational Financial Management, Tata McGraw Hill2. C. JeevanandamForeign Exchange & Risk management, Sultan Chand & Sons

Other readings

1. P.G.ApteInternational Financial Management, PHI 2. MadhuVijInternational Financial Management, Excel Books3. J. Madura International Financial Management, South Western Publication4. Alen Shapiro Multinational Financial Management, John Wiley Publication5. H.P.BhardwajForeign Exchange Handbook, Bhardwaj Publishing Co.


1. Indian Economic Review2. Economic & Political Review3. Finance India4. Harvard Business Review5. Journal of Finance6. Business Newspapers

Business Standard The Economic Times Financial Express


MB837.1 DEVELOPMENT BANKING, RURAL AND MICROFINANCE (DBRM)

YEAR 2, SEMESTER 4



The objectives of the course are as follows: Develop abilities to assess the banking and credit needs of the rural people Develop capabilities to tackle the challenges in dealing with the rural poor and

financial exclusion Develop skills to tap social capital for the economic development of rural areas To sensitize the students to the key issues linked to the whole discourse on social

banking including the challenges inherent therein, in the particular context of India, and to familiarize them (the students) with the initiatives taken in the country for addressing the said issues.

The course also seeks to underline how the tenets of social banking and inclusive financial system may not always be in conflict with the goal of maximizing the operating surplus of a ‘commercial’ entity like a banking institution. In this context reference is sought to be made to the evolution of the so called ‘micro finance’ initiative as a socially responsive and yet commercially viable proposition.

III. Course Outline

Module No.


1

Development Banking-A Conceptual Analysis 01Developments in Development Banking

Evolution of the Concept The 20th Century Developments Experiments in India

o Private Initiativeso State Initiatives

05

2

Developments after Independence Industrial Finance Corporation of India State Financial Corporations Industrial Credit and Investment Corporation of India National Industrial Development Corporation Life Insurance Corporation of India Refinance Corporation of India State Industrial Development Corporations Unit Trust of India Industrial Development Bank of India Industrial Reconstruction Bank of India General Insurance Corporation of India

Present Structure of Development Banking in India

08




2

Financing Rural Development Introduction to Rural Finance Regulation of Rural Financial Services Rural credit institutions Financing agriculture/ allied activities Financing rural non-farm sectors. SME Finance

06

Problems and Prospects in Rural Banking Problems of rural branches of commercial banks

o Transaction costso Risk costs.

Emerging trends in rural banking.o Introduction to MFI’s Micro Credit Self-help group NGO’s Linkages with banking

06

3

Introduction to subsidy-linked credit programmes of the Government like

PMRY, SGSY, SJSRY & SLRS, etc.

Initiatives of the Government (without subsidy-link) like Kisan Credit Card (KCC) scheme, Financing of Agriclinics/Agribusiness Centresetc. and the

Differential Rate of Interest (DRI) scheme.

08

4

Introduction to Lead Bank Scheme (LBS) and Service Area Approach (SAA)

Framework envisaged under LBS and SAA for achieving co-ordination at various levels-aimed at facilitating effective implementation of the social banking initiative.

06

5

Perspectives in Microfinance and Banking Introduction to Microfinance Evolution of Microfinance in India Microfinance delivery methodologies in detail

04

6

Operational Aspects of Microfinance Financial Products and Services Revenue Models of Micro- Finance

o Profitability o Efficiencyo Productivity

Risk Management in Microfinance.

04




7

Microfinance and Development Microfinance and Women Empowerment Microfinance and Health Microfinance, Micro entrepreneurship and Business

Development Microfinance and Education

Microfinance and Networking and Linkage Building

06

8 Cases in Rural Banking and Microfinance 06Total 60

IV. Pedagogy



Classroom discussions of concepts and applications … About 32 Sessions Students’ presentations ... About 08 Sessions Case Discussions ... About 12 Sessions Management games and simulation ... About 06 Sessions Feedback … About 02 Sessions



Sl. No.


perincidence

TotalMarks



Total 300 100




The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case (integrated) covering different module of the course and comprising up to 50% of marks.



Have thorough knowledge of the concept of microfinance and how microfinanceinstitutions work, including the operational aspects of an SHG/MFI. As the course will be a mixture of theory and case studies it would go a long way in building up the financial literacy of the students in microfinance and SME sector.


Text-book

1. Understanding Microfinance Debadutta K. Panda, Wiley India Pvt. Ltd.2. Microfinance In India by Karmakar,SAGE INDIA3. Micro-finance: Perspectives and Operations, IIBF, Macmillan India Ltd.4. Rural Banking,IIBF, Macmillan India Ltd.

Reference Book

1. NCFM- Commercial Banking in India: A Beginners Module, developed by Mr Abhijit Roy.

2. Principles and Practices of Bankingby IIBF publised by Macmillan, 20103. A. Ranga Reddy, C. Rangarajan: Rural Banking and Overdues Management, Mittal

Publications 4. Madhu Vij: Management of Financial Institutions in India, Anmol Publications. 5. U.C. Patnaik: Rural Banking in India, Anmol Publications.


1. Journal of Microfinance2. World Bank Economic Review

Websites

1. www.usaidmicro.org2. www.grameen- info.org3. www.sksindia.com4. www.planetfinance.org5. www.microfinancegateway.org6. www.cgap.org7. www.unitus.com8. www.birdindia.org.in



HUMAN RESOURCE

MANAGEMENT ELECTIVES


MB 824.1: HUMAN RESOURCE DEVELOPMENT (HRD)YEAR 2, SEMESTER 4



The objectives of this course are: To help students to develop the understanding of HRD systems and process. To help students to develop HRD facilitator’s skills; to develop and design HRD

programmes, to implement and control them in various organizational setup in different sectors.

III. Course Outline



1

Introduction to Human Resource Development The Evolution of HRD Relationship between HRM and HRD Major HRD function Roles and competencies of HRD professional HRD Methods Need for HRD Need for HRD in the Indian Context

05

2

Planning and Organizing the HRD System Planning the HRD System HRD Philosophy HRD Objectives HRD Policies and Practices HRD Sub-Systems HRD Strategy and Action Plans

08

3

Assessing HRD Needs Strategic / Organizational Analysis, Task analysis and

personal analysis Importance of identifying individual performance deficiencies

and developmental needs in planning and developing training and HRD programs

08

4

Competency Mapping Introduction Methodology for Competency Mapping Implementation and its implication

06




5

HRD Competencies Challenges Professionalism in HR Myths and Realities of HRD Competencies Needed Auditing HRD Competencies Individual Interviews, Group Interviews, Observation HRD Audit Instruments

10

6

Designing, Implementing And Evaluating HRD Programs Defining the objective of HRD intervention Selecting and preparing training plan, methods and materials Training Delivery Methods Issues Concerning training programs and implementation HRD evaluation – Purpose, Design and Ethical issues

10

7

Employee Counseling (EC) And Wellness Services EC as an HRD activity Employee assistance programs Stress management Intervention Employee wellness and health promotion programs

08

8

Beyond The Present Role: Potential Appraisal Designing and managing assessment centers To study the potential appraisal system and linking to the

other system Multi rater Assessment Feedback System (MAFS)

05

Total 60

IV. Pedagogy

The courses will emphasis self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advances, so that the students can come prepared for the classes. The pedagogical mix will be as follow:


Classroom discussion of concepts and application … About 30 Sessions Case Discussions ... About 12 Sessions Management Exercise/ Simulation/ Games … About 08 Sessions Students’ presentation ... About 08 Sessions Feedback … About 02 Sessions


The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session wise schedule.


The students’ performance in the course will be evaluated on a continuous basis through the following components.

Sl. No.


per Indices

Total Marks



Total 300 100

The total marks will be divided by 10 and declared as Institute – Level evaluation marks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course.


The university examination will be for 3 hours and will be based on a written paper carrying 70 marks. The design of the paper will be announced separately. There will be at least one major integrated case carrying about 35% of the marks


Reference Books

1. Human Resource Development by Randy Desimore and John Werner, 3rd edition, Thomson south – western Publications

2. Designing and Managing Human Resource System by Udai Parekh and T. V. Rao, 3rd

edition, oxford & oxford Publication, New Delhi.3. P.C. Tripathi, Human Resource Development, Sultan Chand & Sons, New Delhi.

(2010)4. Human Resource Development by P.P Arya and B.B Tandon, 3rd edition, Deep and

Deep Publication5. Understanding HRD System by UdaiParekh and T. V. Rao, Mcgraw Hill Publication.6. Human Resource Management and Development by V.D. Dhudeja, Common wealth

Publishers, New Delhi.



1. Management Review – IIM Bangalore2. Vikalp – IIM Ahmedabad3. Human Capital4. Asian Journal of Management Cases5. Harvard Business Review6. Global Business Review


MB 827.1: HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

YEAR 2, SEMESTER 4


I. Course Objectives

Computer information systems are omnipresent in today’s businesses. HR managers can expect to have frequent contact these systems. Skilling using information systems –understanding their capabilities and limitations, knowing how to access them directly or through technical specialists, knowing how-to effectively use the information these systems can provide, and how to participate in specifying and implementing new systems – is a distinct advantage to HR managers today. Perhaps most important is for HR managers to gain familiarity with computer terminology and systems, enabling them to deal with “techies” without getting snowed. They need to know what is possible and what is impossible. They need confidence in their knowledge so they can make sound decisions about the use of IT.


Develop a comfort level with, and an understanding of computer information systems from a Human Resources perspective.

To acquire Information Systems Concepts and Skills and be able to describe the ways in which computers are and will be used in business and HR management. These concepts include telecommunications, databases, HR systems, and future directions of computer based information systems.

II. Course Outline

Module No.


1

Introduction and Concepts Evolution of HRMS Employee Life cycle and HRIS System life cycle HR’s Role and IT’s Role Challenges of HR and IT

06

2

Strategy and Planning HR goals and Objectives Study of “As is” and “To be” conditions Planning for implementation Critical factors for Strategy and Planning

06

3

HRIS Needs Analysis System Development Life Cycle (SDLC) HRIS – Long Range Planning HRIS –Short Range Planning Gap Analysis

08




4

Application and Modules Organisation Design and Management – HRP and Recruitment Employee administration and Data – Payroll, Leaves, time

management, Benefits, Travel expenses, Global Employee Management – HR administration,, Training and

Learning, Talent Management Integration and Interfacing

12

5

Implementation HRIS Implementation Life Cycle Systems Integration – Analysis, Design, Build and Deploy Project Management and Governance Time lines Contingency plans

10

6

HR Data and Security4. Managing HR Data5. Data discussion by HRIS modules Security and Access to Data6. Data transmissions

08

7

HR Data challenges and HR Shared services Historical data and data achieved HR transactions-Pay roll, Tax Processing HR shared services

05

8

HR operations7. Run time and Maintenance Managing changes to business Managing changes to systems Reporting and Analytics Measuring operations and Success

05

Total 60

III. Pedagogy




Classroom discussions of concepts and applications … About 26 Sessions Case Discussions ...About 16 Sessions Management Exercise/Simulation/Games ...About 08 Sessions Students’ presentations …About 08 Sessions Feedback ...About 02 Sessions


IV. Internal Evaluation



Marks per

incidence

Total Marks



Total 300 100


V. External Evaluation

The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The design of the paper will be announced separately. There will be at least one major integrated case carrying up to 50% of the marks.



An appreciation of the principles of designing the Pay structure in Compensation Management and

Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries



Text Book

1. Satish M Badgi (2012), Human Resource Information Systems , PHI Learning

Reference Books

1. Michel J Kavanagh, Mohan Thite, (2009), Human Resource Information Systems- Basics, Applications and Future decisions, Sage Publications

2. Alfred J. Walker, Towers Perrin, Steven Fein (2001), Web-Based Human Resources: The Technologies and Trends that are Transforming HR, Tata McGraw Hill


1. Management Review – IIM Bangalore2. Vikalp – IIM Ahmedabad3. Human Capital4. Asian Journal of Management Cases5. Harvard Business Review6. Global Business Review


MB 823.1: COMPENSATION MANAGEMENT (CM)YEAR 2, SEMESTER 4




To enable the students to understand the principles underlying the compensation structure.

To appreciate and adopt their understanding of significance of compensation management in maintaining the organisation’s competence.

III. Course Outline

Module No.


Sessions

1

Introduction to Compensation Management Compensation - definition Forms of Pay A Pay Model Strategic Pay decisions guided by the pay models

06

2

Pay strategy: The totality of decisions Developing a total compensation strategy Source of competitive Advantage “Best Practices” and” Best Fit”

06

3

Internal Alignment : Determining the Structure Defining Internal Alignment Strategic choices in designing internal structures Job based structures Person based structures

08

4

External Competitiveness : Determining the pay level Defining Competitiveness Organisation Factors – Industry & Technology,

Employer size, people’s preference. Competitive Pay policy alternatives

08

5Designing Pay Levels, Mix and Pay structures

Surveying market and compensation practices Designing a base Pay structure

09

6

Employee Contributions: Determining Individual Pay

Pay for performance plans Designing Pay for Performance Performance Appraisals Statutory benefits including health care, employee

welfare and retirement benefits

10




7

Compensation strategy for Special Groups Corporate Directors, Executives Scientists and engineers in High technology industries Contingent workers

07

8

Contemporary issues in compensation management International Pay Systems Public sector Pay Government and Legal issues in compensation

06

Total 60

IV. Pedagogy



Classroom discussions of concepts and applications ... About 26 Sessions Case Discussions (at least one case per module) … About 16 Sessions Management Exercise, Simulation, Games … About 06 Sessions Students’ presentations … About 10 Sessions Feedback … About 02 Sessions





Marks per incidence

Total Marks



Total 300 100




The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The design of the paper will be announced separately. There will be at least one major integrated case carrying about 35% of the marks.



An appreciation of the principles of designing the Pay structure in Compensation Management and

Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries


Text Book

1. George T Milkovich, Jerry M Newman, C.S. VenkataRatnam, (2011), Compensation/9e (SIE) , Tata McGraw Hill

Reference Book

7. Richard I Henderson (2005), Compensation Management in a Knowledge Based World,/Tenth Edition

Journal

Compensation and Benefit Review


MB826.1: INTERNATIONAL HUMAN RESOURCE MANAGEMENT(IHRM)

YEAR 2, SEMESTER 4

VII. Number of Credits : 4


By the end of the course, students will gain insights into:

The diversity of HRM in an international context and the key HR/ER challenges facing organizations working internationally;

Cross-cultural management: the impact of national culture on how individuals react to HR/ER interventions in different countries;

Comparative HRM: the impact of national institutions and systems on designing HR/ER policies and practices in different countries;

Strategic IHRM: the linkage between corporate internationalization strategies and IHRM strategies, and how multinational organizations manage the global-local dilemma;

The impact of internationalization on the role of HR professionals in multinational organizations.

III. Course OutlineModule

No.Title / Topic Classroom Contact

Sessions

1

Introduction & Overview Defining International HRM Difference between Domestic and International HRM Approaches to Staffing Transferring Staff for International Business Activities The Role of an Expatriates The Role of Non-expatriates The Role of the Corporate HR Functions Understanding Culture, its coverage, determinants Cross Cultural Theory

07

2

The Organizational Context Approaches to IHRM The Path to Global Status Control Mechanisms Mode of Operation

06

3

Recruiting and Selecting Staff for International Assignments Performance Management

Staffing Policies Selection Criteria Issues in Staff Selection Factors Associated with Individual Performance Appraisal Criteria for Appraising International Employees

10


Module No. Title / Topic


4

Training & Development Types of Cross Cultural Training Expatriate Training Components of Effective Pre-Departure Training Developing International Staff Developing Staff through Dual Career Couples

08

5

International Compensation System Objectives Approaches to International Compensation Practices to International Compensation

07

6

Repatriation The Repatriation Process Repatriation Process Individual Reactions to Re-Entry Designing a Repatriation Program

06

7

Industrial Relations Introduction Key Issues in International Industrial Relations The Response of Trade Unions to Multinationals The issues of Social Dumping

06

8

National CulturesIssues, Challenges & Theoretical Developments in IHRM

Global Issues in HRM HRM in the Host Country Context

10

Total 60

IV. Pedagogy


Classroom discussion of concepts and application … About 30 Sessions Case Discussions ... About 12 Sessions Management Exercise/ Simulation/ Games … About 08 Sessions Students’ presentation ... About 08 Sessions Feedback … About 02 Sessions





Marks perincidence

TotalMarks



Total 300 100





On completion of this subject, students are expected to be able to: Diagnose and explain the factors that influence the success or otherwise of an

international expatriate assignment. Understand the international human resource management strategies and practices

developed and implemented by organizations operating on a global basis. Critically assess and evaluate the cultural impact on IHRM strategies and practices

in the organizational setting.


Text Books1. International Human Resource Management: Managing people in multinational

context, Peter J. Dowling, Denice E. Welch, Randall Schuler, Southwestern Thomson Learning

2. International Human Resource Management, Tony Edwards, Pearson, Latest Edition.

3. International Human Resource Management a Cross-Cultural approach, Terence Jackson, Sage Publication

4. Industrial Relations, Trade Unions &Labour Legislations by Sinha, Sinha&Shekhar


Reference Books

1. International Human Resource Management, Brewster, Chris and Sparrow, Paul, University Press, 2nd Edition.

2. International Perspectives on Organizational Behavior and Human Resource Management, Betty Jane Punnett, Sage, Latest Edition.

3. International Human Resource Management, MonierTayeb, Oxford, Latest Edition. 4. International Human Resource Management, P SubbaRao, Himalaya, Latest Edition. 5. Organizing and Managing in the Era of Globalization, Pritam Singh, Sabir, Sage,

Latest Edition. 6. The Global Challenge: Frameworks for International Human Resource Management,

Paul Evans and Vladimir Pucik, McGraw Hill, Latest Edition. 7. International Human Resource Management (Global HRM), Randall S. Schuler,

Dennis R Briscoe and Lisbeth Claus, T & F Books, Latest Edition.


1. The International Journal for cross culture Management2. The International Journal of Human Resource Management 3. International Journal of Human Resources Development and Management4. International Journal for Applied HRM5. HRM Review 6. Human Capital

Websites

1. www.inderscience.com/info/inarticletoc.php?jcode=ijhrdm2. http://www.ihrim.org/3. http://www.cihrm.jbs.cam.ac.uk/4. http://global-sei.com/ghrm/

Documents

MBA Syllabus - Charusat